Kübler-Ross Model | Five Stages of Grief

What is the Kübler-Ross Model?

The Kübler-Ross Model, developed by Swiss-American psychiatrist Elisabeth Kübler-Ross, describes the emotional stages individuals typically experience when confronting significant loss or change. Initially focused on grief in the context of terminal illness, the model has been adapted to understand responses to diverse changes, including organizational transformations, relationship endings, or personal milestones.

The model identifies five stages—Denial, Anger, Bargaining, Depression, and Acceptance—through which individuals may progress. These stages are not fixed or sequential; people may skip stages, revisit them, or experience them differently. The Kübler-Ross Model serves as a guide to understanding emotional complexity, offering valuable insights for fields like psychology, counseling, and change management.

What are the Five Stages of the Kübler-Ross Model?

The Kübler-Ross Model, often referred to as the Change Curve, outlines five emotional stages individuals encounter during significant change. Originally developed to describe grief, it has been widely applied to personal and professional transitions, providing a roadmap for navigating emotional responses.

Stage 1: Denial

Denial marks the initial stage, where individuals resist acknowledging the reality of change. This phase acts as a coping mechanism, shielding people from overwhelming emotions. For instance, in an organizational context, employees might dismiss the impact of a restructuring, clinging to familiar routines to maintain stability.

In denial, individuals may:

• Minimize the significance of the change.
• Avoid discussions or evidence of the new reality.
• Express disbelief, hoping things will remain unchanged.

Denial provides temporary relief but fades as the reality of change becomes undeniable, prompting movement to the next stage.

Stage 2: Anger

As denial subsides, individuals often experience anger, characterized by frustration, resentment, or irritation. This stage reflects resistance to the disruption caused by change. Anger may be directed outward—toward leaders, colleagues, or the change itself—or inward, as self-blame or regret.

Common behaviors include:

• Expressing frustration over perceived unfairness.
• Blaming others for the change’s consequences.
• Struggling with feelings of powerlessness.

Anger is a natural response to loss of control, but it can be constructive if channeled appropriately. Support during this stage involves empathetic listening and opportunities to process emotions safely.

Stage 3: Bargaining

In the bargaining stage, individuals seek to regain control by negotiating or delaying the change. This phase involves “if only” scenarios, where people propose alternatives to avoid the full impact of the transition. For example, an employee facing redundancy might suggest part-time work to preserve their role.

Bargaining often includes:

• Proposing compromises to mitigate the change.
• Reflecting on past actions to “undo” the situation.
• Seeking ways to postpone the inevitable.

While bargaining reflects a desire to restore familiarity, it often proves unsustainable as the reality of change persists, leading to the next stage.

Stage 4: Depression

Depression emerges as individuals confront the full weight of the change. This stage is marked by sadness, withdrawal, and a sense of loss. In organizational settings, employees might disengage from tasks, while individuals facing personal change may feel hopeless or disconnected.

Signs of this stage include:

• Lack of motivation or energy.
• Grieving for what has been lost.
• Feelings of emptiness or despair.

This depression is a normal response to change, distinct from clinical depression. Providing support, such as counseling or open communication, helps individuals process their emotions and move forward.

Stage 5: Acceptance

Acceptance, the final stage, occurs when individuals embrace the new reality. This does not imply complete contentment but rather a willingness to adapt and move forward. In this phase, people begin to explore opportunities within the changed environment, regaining energy and focus.

During acceptance, individuals may:

• Develop new routines or strategies.
• Show openness to learning and growth.
• Find meaning or potential in the change.

Acceptance marks a turning point, enabling individuals to thrive in the new context. However, the journey through the stages is fluid, and some may revisit earlier emotions as they adjust.

The Kübler-Ross Model emphasizes that these stages are not a rigid sequence. The duration and intensity of each stage vary, influenced by the individual and the nature of the change. Understanding this flexibility helps leaders and support systems address emotional needs effectively.