The Change Curve
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We have learned about the various stages that people go through during the deal cycle.
What can we do to help people to go through this cycle as quickly as possibly?
I have encountered that some people will not go through this cycle as they stay in denial of the changes ahead of them.Helping people move through the change cycle quickly and successfully starts with reframing the challenge. Polarity thinking is powerful here because it recognises that some tensions — like stability vs. change, aren’t problems to solve but polarities to manage. People often resist because they feel they must ‘give up’ the old for the new. Instead, show how both can coexist: honouring what works today while embracing what’s needed for tomorrow. This reduces fear and denial. Combine this with frequent, authentic two-way communication so concerns surface early and trust builds. Finally, identify and empower influencers — they can model adaptability and help shift mindsets faster than top-down messaging alone.
I like the point about helping people see that change doesn’t mean losing everything they value.
Here are a few practical things I think can help move people through the change:
1) Listen early and often: Set up regular check-ins or feedback channels. When people feel heard, they’re more open to change.
2) Be clear and honest: Share what’s changing, why it matters, and what’s staying the same. Uncertainty fuels resistance.
3) Use peer influence: Find respected team members who are adapting well and let them lead by example. People often follow those they trust.Sometimes, despite all efforts, a person may not be able—or willing—to move through the change. That’s when we need to ask: Is this person in the right role, at the right time, for what the company needs next? It’s about fit. Helping someone transition out of a role or organization that no longer aligns with the values can sometimes be the most respectful and constructive path forward for both the individual and the organization.
Transparency and early involvement are the biggest accelerators I’ve seen. When people understand the “why” behind changes and feel consulted rather than informed, they move through the cycle faster.
For those stuck in denial, I’ve found it’s often because they lack concrete information and are filling the gaps with worst-case scenarios. Specific communication helps: “Here’s what will change, here’s what won’t, here’s your role in shaping the transition.”
Also worth identifying informal influencers early. Sometimes one trusted peer voice can move an entire team forward faster than top-down messaging.
That said, some people genuinely won’t make the journey. The question becomes: how long do you invest in bringing them along before accepting they’re not aligned with the new direction? Setting clear timelines for decision-making helps avoid prolonged uncertainty that keeps everyone stuck.
What strategies have worked for you when dealing with persistent denial?I agree with Jenna and Saeed that the organization must be transparent in communications, listen to employees, and peer influence is a good strategy of influence as well.
As mentioned in the 8 step M&A process, there should be a communication plan that helps to clearly outline expectations and set expectations for employees. Other communication highlights that would be helpful include: town hall meetings, celebrate milestones, and provide support such as counseling.
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