Q1 – For a multinational SaaS vendor undertaking an org restructure; change curve can help leadership determine probable impact on key individuals affected by the change. Informing what they communicate, when and how. As well as the overall timeframe to assume around the change. The Transition Model builds on this. Ensuring each affected individual’s transition through the stages is acknowledged and supported.
Q2 – The above organisation didn’t apply any discernible change model. Change was announced. Leadership discussed amongst themselves and were reluctant to communicate. Affected employees oscillated between anger/ blame – bargaining – depression/ confusion. Some resigned as a result, others risked burned out and some performance dropped.