During the depression stage, employees may feel overwhelmed or demotivated by the challenges of change. To build resilience, organisations should provide practical resources and emotional support, such as training, mentoring, and access to support networks. Encouraging a culture of collaboration and mutual support can help employees feel more capable of overcoming difficulties, fostering a sense of hope and empowerment.
Acceptance is the final stage, where employees come to terms with the change and are ready to move forward. Building resilience during this phase involves reinforcing the benefits of the change and celebrating progress. By recognising the efforts of employees who have embraced the change, organisations can motivate others to follow suit. Acknowledging individual and team successes fosters a sense of accomplishment and encourages ongoing adaptability.
Leaders play a crucial role in building resilience during organisational shifts. By understanding the emotional journey employees undergo, they can offer the right kind of support and encouragement at each stage. Leaders who demonstrate empathy, patience, and understanding can help employees develop the resilience they need to thrive during times of change.
The Kubler Ross Change Model encourages organisations to take a long-term view of resilience. Change is not a one-time event, but an ongoing process that requires continuous support and adjustment. By offering sustained resources and fostering a culture of openness, organisations can help employees build lasting resilience that will serve them well during future transitions.
The Kubler Ross Change Model is a powerful tool for building resilience in the face of organisational shifts. By recognising and addressing the emotional responses employees have to change, organisations can provide the right support at the right time. This leads to more adaptable, engaged employees who are better equipped to manage future challenges and contribute to the organisation's success.