explain how an employee would react to a change in their sales campaign using the change theory curve listed below and how management should respond to each stage

Shock and denial

After the initial 'shock' (1) of being confronted with a change, an individual (or group) often resists engaging with the change, as if trying to prove that the change is either unreal or unnecessary. This 'denial' phase (2) is characterized by a burst of additional (defensive) energy, which tends to increase temporarily both performance and mood.

The shock element is minimized by effective and early communication. If at all possible, involve people in the planning process. Once change is announced, be aware of signs that people are not taking it fully seriously, demonstrating both empathy and firmness of resolve.

Anger and blame

Assuming the change is real and will continue there comes a point at which those experiencing the change can no longer avoid engaging with it. At this point denial often gives way to anger or blame (3). The idea that 'It's not fair!' may take hold. 'The management', 'the market', 'the people in suits' - always 'they' - are blamed for the change.

This is a time for empathy, and for helping people to consider realistically the impact that the changes will have on them individually. Don't try to minimize the losses that people will experience - they need to know that the cost of the change to them personally has been well understood.

Bargaining and self-blame

As mood and performance decline further, blame may turn towards self, and elements of bargaining emerge (4). In fear of bereavement, people try to do deals with God to preserve the life of their loved one. Faced with imminent redundancy, people may take on additional work to delay or avert the threat.

Personal support and empathy remain important. An effective response will include effective line management, sharing concerns in peer groups and opportunities to contribute to planning how changes are implemented. Good active listening can be a powerful tool to help people deal with any unwelcome consequences of change.

Depression and confusion

The process to this point has been characterized by a drive to hold on to - or to revert to - the existing or former situation. Energy, morale and performance may fluctuate - but all relate to the 'downswing' side of the curve, between anger/blaming others and self-blame/bargaining. The realization that all such efforts are failing leaves people at their lowest point of performance, energy and morale. Confusion, sadness, even depression are characteristics of this period (5). Empathy, active listen- ing and good support structures are probably the most effective responses to this phase of change.

Acceptance and problem solving

For someone to come through this period requires a point of acceptance. It is a point at which the person accepts at a deep level that change is happening and resolves to address this 'new future' (6). For significant changes, a person may not reach this point quickly - and in some cases may not reach it at all - but no real future-oriented behaviour will begin until there is true acceptance of what has changed. This insight is like the first light of dawn, by which individuals see that they have a future beyond the change.

Following this point, people begin to engage in problem-solving behaviour (7): how I live without my loved one, how I can find a new job, how I can configure this new work system to make my life easier. This allows people to try out new approaches, make new discoveries and eventually to integrate these into their new 'way of being'.