The  Four  Phases  of  Change  
 
 
CIFE  –  SPS  Virtual  Design  &  Construction    
Certificate  Program  
 
 
 
 
 
 

     
 
                       
   
Introduction  
 
Change   can   occur   quite   rapidly.   Adjusting   to   the   change   can   often   take   time   and   effort.   Effective  
leadership   of   organizational   change   requires   1)   an   understanding   of   the   emotions   experienced  
during   the   transition   from   one   way   of   working   to   another,   and   2)   the   leadership   behaviour   and  
techniques  required  moving  through  the  four  phases  of  change.  
 
 
 

Denial  

Resistance  

Exploration  

Critical  Zone  
Commitment  

 
Phases  of  Change  
 
 
 
All   people   move   through   the   four   phases   (Denial   –   Resistance   –   Exploration   –   Commitment)   when  
any  major  transition  occurs.  Each  of  the  four  phases  is  necessary  and  makes  a  positive  contribution  
to   the   process   of   accepting   the   change.     The   speed   at   which   a   person   moves   through   each   phase   is  
influenced  by  many  factors  and  varies  depending  on  the  individual.  
 
Sometimes   leaders   want   to   move   immediately   from   Denial   to   Commitment.   However,   pushing  
individuals  to  skip  a  phase  or  to  move  too  quickly  through  the  phases  simply  increases  resistance  or  
drives   it   underground.   The   change   process   actually   can   be   prolonged   if   individuals   are   not  
encouraged  to  experience  and  move  through  all  four  phases  at  their  own  pace.      
 
 
 
 
 
 
 

2
Phase  1  -­‐  Denial  
 
An  individual,  a  group,  or  even  a  whole  organization  can  exhibit  symptoms  of  denial.      
 
People  in  denial:  
 
• Avoid  the  topic  
 
• Appear  unconcerned  
 
• Refuse  to  take  initiative  
 
• Act  like  nothing  is  happening  
 
• Do  only  routine  work  
 
Denial  is  an  attempt  by  an  individual,  team  or  organization  to  preserve  the  success  and  comfort  of  the  
past   by   ignoring   signs   that   change   is   required.   Denial   can   help   minimize   anxiety   and   disruption  
during   the   early   part   of   a   change.   However,   denial   becomes   destructive   when   people   continue   to  
refuse  to  accept  that  change  is  necessary.  
 
Breaking   through   denial   requires   information.   To   move   a   team   move   through   denial   it   may   be  
necessary  to:  
   
• Create  a  vision  of  the  future,  set  direction  and  develop  strategies  by  looking  at  issues  from  
several  distinct  perspectives  
 
• Help  them  to  see  beyond  the  perceived  dangers  of  change  to  the  opportunities  
 
• Explain   the   change   in   the   terms   of   the   realities   of   the   marketplace,   acknowledging  
competition,  challenges  and  opportunities  
 
• Take   whatever   time   is   needed   to   communicate   the   vision   -­‐   raise   issues   and   listen   to   their  
concerns  
 
Examples  of  improvements  already  achieved  on  other  projects  can  be  used  to  demonstrate  that  these  
challenges  are  not  insurmountable,  and  that  the  experience  of  change  can  be  rewarding.  
 
Required  Action:  Explain  the  situation  (inform)  
 

3
Phase  2  -­‐  Resistance  
 
Significant   change   does   not   happen   without   resistance.   An   individual   or   group   may   actively   resist  
change  by  arguing,  or  may  demonstrate  passive  resistance  by  continuing  to  do  things  the  old  way.  
 
People  in  resistance:  
 
• Show  anger  
 
• Complain  and  blame  
 
• Verbally  support  the  change,  but  do  nothing  
 
• Become  exhausted  and  overwhelmed  
 
• Often  become  preoccupied  with  the  change  
 
Leaders  often  adopt  a  "command  and  control"  leadership  style  and  attempt  to  overpower  resistance  
by  demanding  compliance  with  authority.    This  leadership  style  does  not  work,  and  usually  results  in  
increased   resistance.   Research   indicates   that   humans   have   a   fundamental   need   to   feel   a   degree   of  
control  over  their  destinies,  and  do  not  react  well  to  others  telling  them  what  to  do.  
 
Leaders  and  change  agents  must  learn  to  listen  to  and  understand  the  concerns  and  needs  underlying  
resistance,   as   this   often   brings   to   the   surface   useful   information   about   misalignment   within   the  
organization,   such   as   employee   measurement   and   reward   systems   that   do   not   support   the   desired  
change.    
 
Three  underlying  issues  are  the  most  common  causes  of  resistance.    These  include:  
 
1. The  change  doesn’t  make  sense  –  certain  or  all  aspects  of  the  change  are  not  good  decisions  

2. The   process   is   incorrect  –   the   right   people   are   not   involved   in   making   the   decision   and/or  
implementing  the  change  

3. People  don’t  believe  that  they  will  benefit  from  the  change  –  lacks  the  “WIIFM”  (“What’s  In  It  
For  Me?”)  factor  

 
It   is   critical   to   welcome   resistance,   find   these   underlying   issues,   and   address   them   in   a   timely  
manner.  
 
Required  Action:  Listen  for  and  address  the  underlying  issues  
 

4
Phase  3  -­‐  Exploration  
 
As   people   work   through   resistance,   they   become   curious   about   the   possible   rewards   and/or   benefits  
of  change,  and  begin  to  explore.    During  exploration,  individuals  become  more  collaborative  and  their  
enthusiasm  and  energy  increase.    A  spirit  of  learning,  experimentation,  and  possibility  develops.  
 
People  in  exploration:  
 
• Seek  new  ways  of  doing  things  
 
• Begin  to  create  a  vision  of  the  possibilities  of  the  future  
 
• Take  risks  
 
• Generate  lots  of  ideas  
 
• Accomplish  intermediate  goals  and  celebrate  milestones  
 
• Have  trouble  staying  focused  
 
Despite  some  signs  of  progress,  until  new  understanding  and  skills  have  been  sufficiently  ingrained,  
learning  takes  extra  effort  and  there  is  a  tendency  to  revert  to  old  practices  and  behaviours.  Through  
on-­‐going  measurement  and  support,  leadership  must  provide  constant  alignment  with  the  vision  of  
success   until   the   new   practices   and   capabilities   become   established   as   normal   behaviour.     Leaders  
must  draw  on  their  facilitation  skills  and  provide  more  direction  and  guidance.  
 
Actions  to  guide  individuals  through  the  exploration  phase:  
 
• Encourage  team  members  to  explore  possibilities  
• Facilitate  discussion  about  how  to  make  the  change  work  best  
• Facilitate  the  implementation  of  team  members’  good  ideas  
• Focus  discussions  from  many  possibilities  to  a  few  concrete  steps  
• Provide   team   members   with   the   tools   and   training   they   need   to   be   successful   in   the   new  
environment  
• Recognize  any  decisions  or  positive  steps  toward  action  
 
Required  Action:  Guide  –  avoid  the  loop  back  into  resistance  
 
 
 

5
Phase  4  -­‐  Commitment  
 
Commitment   comes   when   individuals   and   teams   have   learned   new   ways   of   working   and   have  
assumed   responsibility   for   making   the   change   succeed.   They   understand   why   they   have   gone  
through  the  change,  and  experience  pride  and  accomplishment  that  they  have  effectively  completed  
the  process  of  change.    
 
People  in  commitment:  
 
• Are  comfortable  and  in  control  
 
• Reflect  on  what  they  have  learned  
 
• Begin  to  look  ahead  to  the  next  change  
 
The   key   to   maintaining   new   norms   is   to   reward   positive   results   and   reinforce   effective   behaviour.  
This   happens   through   publicizing   and   rewarding   improved   practices,   and   through   recognition   and  
support  of  individuals  who  make  an  effort  and  achieve  positive  results.  The  way  people  are  treated  
and   acknowledged   for   their   contributions   is   critical   to   long-­‐term,   sustained   performance  
improvement.  
 
Required  Action:  Support  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

6
Conclusion  
 
People   rarely   move   smoothly   through   the   four   phases   of   change.   Individuals   move   back   and   forth  
between  Denial  and  Resistance,  between  Resistance  and  Exploration,  and  between  Exploration  and  
Commitment.  This  can  be  the  hardest  part  of  the  change  process:  significant  progress  occurs   and  then  
suddenly  old  behaviours  resurface.    
 
People   may   do   something  following   a   new   way   of   working   and   not   like   the   results,   or   they   may   react  
negatively   to   additional   information   that   they   learn.   It   is   important   not   to   be   discouraged   by   these  
setbacks,   but   rather   to   be   aware   of   them   and   deal   effectively   with   them   through   the   use   of   the  
framework  this  document  proposes.