Phases and Levels of Organisational Change

Abstract

Kubler‐Ross′ stages of death and dying – denial, anger, bargaining, depression and acceptance‐have formed the basis of much of the therapeutic work with the terminally ill. As death and dying are the ultimate instances of change in a person′s life, it is hypothesised that Kubler‐Ross′ work has an application to the theory and process of change. A four‐stage model of organisational change‐denying, dodging, doing and sustaining – based on Kubler‐Ross is presented. These four stages are linked to the four organisational levels, generating a seven‐phase framework that integrates the complex interplay of denying, dodging, doing and sustaining in the individual, the team, the group and the organisation.

Citation

Rashford, N.S. and Coghlan, D. (1989), "Phases and Levels of Organisational Change", Journal of Managerial Psychology, Vol. 4 No. 3, pp. 17-22. https://doi.org/10.1108/EUM0000000001717