The big 4 emotions of the change curve

Change management is a relatively young profession. It's only been around since the big 6 accounting firms started selling "re-engineering services" in the 1980s and the psychological foundations haven't changed much since then. The dominant models still trace back to Elizabeth Kubler-Ross' five stages of grief (1969) and William Bridges' three-phase transition model (1991): letting go, the neutral zone, and the new beginning.

What I know to be true after watching and supporting thousands of people through organizational change is that there is an emotional pattern people experience. Once you know it, you can bring greater awareness to accelerate the transition for yourself and others.

I simplify the language for emotional categories to make it easier to remember (and recognize) them in oneself and others. The typical pattern:

Fear

After a brief surge of excitement, fear sets in. This looks like: uncertainty, confusion, worry, and anxiety about the future (Am I "safe"?). During this phase, people express doubt and may ask questions about why the change is necessary.

Mad

Fear is followed by anger (mad). This can be an overt expression of frustration or pushback, or it can also be quiet and unexpressed. People have different relationships with anger and what they perceive to be an appropriate expression of this emotion. That's especially true in the workplace and as a result of specific cultural influences. 

Sad

In the lowest part of the curve is sadness. In a work setting, this doesn't typically involve tears, but it may look like low energy/engagement, a lack of optimism about the future, and holding onto current practices as a way of managing the grief. This part of the curve is the most important to anticipate and provide outlets for letting go to move forward. It is also the place where change activities can greatly impact the amount of time and the depth of the curve.

Glad (Hope and acceptance)

Finally, people start to express feelings of glad. This looks like asking questions, being curious, trying new ways of working/behaviors, and having more hopefulness about the future. It's also the longest part of the curve to counterbalance the "negative" emotions. (They're all necessary! Which is why I say it's not about which management method, but that you persist through the process.)

This emotional pattern follows the stages of grief as outlined by Kubler-Ross, with the nuances of each emotion varying based on the individual. My version of fear shows up differently than yours. The depth and duration also varies based on the specific change.

Those two foundational books are still among the most influential in change management today, alongside a slew of methodologies (Lean Change, PROSCI's ADKAR model, John Kotter's 8-step process, and many other proprietary methods that have been introduced over the past 20 years. (I've even helped build two of these proprietary models for large organizations).

There are several other things I've observed about emotions during change over the years:

• It's possible to influence the speed and depth of the change curve through specific actions (the outputs look like conversations, experience design, involvement opportunities, and using knowledge of cognitive biases, emotional intelligence, and influencing principles). That's what a good change leader does iteratively. See The Influence Stack. 
• The better one is at recognizing one's emotions AND accepting them, the easier the change curve can get. Self-management techniques support emotional processing--examples include breathwork, mindfulness, reframing, and other nervous system supports.
• It's possible to 'slip backward' on the curve. It's not linear.
• Change happens at a macro level, and also, smaller micro changes happen within that. 
• Effective change leaders recognize and influence the emotions of others through a systematic approach to influencing groups and key individuals.
• It is an advantage in life and work to get faster and better at processing change. It allows us to take on more, and process it more easily. Change is growth.
• Past experiences and belief systems influence a person's ability to process change. Becoming more self-aware and working through life histories supports more effective change processing. You learn to recognize that you're reacting to a past experience rather than the present situation.
• People with greater self-awareness recognize emotions in themselves more quickly.

There are no right and wrong ways to do change, but from my experience, this pattern of emotions holds true no matter what the change is. Professional or personal. Big or small. 

Once you know the pattern, you can bring greater awareness to accelerate the transition for yourself and others. This is where emotional intelligence becomes change-influencing that helps organizations achieve business outcomes faster.

Updated May 2026. Research on emotional responses to organizational change continues to reinforce this pattern, including studies linking psychological safety to faster movement through the change curve. Speaking and workshop details updated to reflect current offerings.

Take the next step: Bring this message to your organization

Help your team shift from reacting to change to responding with clarity and courage

Book a keynote to equip your team with the emotional intelligence skills to navigate uncertainty and lead change with courage. Your team will learn to recognize fear responses, apply the 3N Influencing Technique, and build psychological safety during change. Learn more about keynote speaking services.

For leaders who want deeper exploration, read my book Inspired by Fear: Becoming a Courageous Change Leader, where I show how to handle specific examples of influencing up, across, and down using the 3N Influencing Technique. Buy the book.