The Psychology of Change - Vocabulary Flashcards

Vocabulary-style flashcards covering key terms from The Psychology of Change lecture notes.

The Psychology of Change

The study of the psychological dynamics of change in individuals and organizations to navigate transitions effectively.

The Grief Cycle

Elisabeth Kübler-Ross model describing emotional stages in response to significant change or loss; applicable to organizational change.

Denial

Initial disbelief or refusal to accept change.

Anger

Frustration directed at the change or its designers; may blame leadership.

Bargaining

Attempt to negotiate to delay or soften the change.

Depression

Feelings of sadness and loss; reduced morale and productivity.

Acceptance

Coming to terms with the change and adopting a proactive stance.

The Kübler-Ross Change Curve

A model showing the emotional progression from Shock/Denial to Acceptance during change.

Shock & Denial

Initial phase of the Change Curve characterized by disbelief or numbness.

The Positive Change Cycle

A proactive framework for engaging with change to foster a growth mindset: Awareness, Desire, Knowledge, Action, Reinforcement.

Awareness

Recognizing that change is necessary due to internal or external pressures.

Desire

Genuine willingness to support change, supported by clear communication of benefits.

Knowledge

Gaining the necessary skills and information to implement change (training/workshops).

Action

Taking concrete steps to implement change through collaboration and participation.

Reinforcement

Ensuring the change sticks via feedback, recognition, and adjustments.

Growth Mindset

Belief that abilities can be developed through effort, learning, and persistence.

Resistance to Change

Natural psychological response to change, often due to fear of the unknown or loss of control.

Active Resistance

Open opposition to change, such as vocal protests or negative discussions.

Passive Resistance

Indifference or apathy toward change, leading to reduced engagement.

Engage Employees

Involving employees in the change process to give them ownership.

Communicate Transparently

Providing clear, consistent information about the reasons for change and its benefits.

Provide Support

Offering resources, training, and emotional support to help navigate the transition.

Strong Commitment

Fully embracing the change; proactive engagement and advocacy.

Weak Commitment

Superficial compliance without genuine buy-in; minimal engagement.

Nokia Example

Illustrates how weak commitment can hinder innovation during a transition; strong commitment improves outcomes.

Kodak Example

Illustrates the Grief Cycle during digital transformation and eventual acceptance.

Change is a Constant

The idea that change occurs continually in personal and organizational contexts.

Integration of Change

The phase where change becomes part of daily operations and ongoing adaptation.