From coping with dying to coping with organizational change: the bricolage of the change curve’s evolution

Purpose We construct an intellectual history of the change curve, a well-known model for understanding how employees respond to change, from the accepted origin point of Elisabeth Kübler-Ross’ five stages of dying model. We analyse how her model evolved from providing insight into how people cope with dying to how people cope with organizational change. Design/methodology/approach We mapped the evolution of Kübler-Ross’ model from its original context of psychiatry to organizational change management. We identified and analysed adaptations of the model in scholarly and practitioner literature, and assessed the implications of this evolution. Findings We identify three phases of the evolution of Kübler-Ross’ model – originators, transitioners and translators. These adaptations exemplify bricolage, where disparate theoretical elements are assembled based on their ability to serve the needs and interests of those developing the model. Practical implications We encourage practitioners to reflect critically on the strengths and limitations of the change curve. The model is relatable and offers a useful lens for exploring people’s emotional responses to change. However, it presents a universal and linear view of emotional responses, and a narrow interpretation of resistance to change. We suggest how managers might assist employees to cope with organizational change in a way more in keeping with Kübler-Ross’ original insights. Originality/value This is the first analysis of the evolution of Kübler-Ross’ model of dying into a well-established change management tool using the lens of bricolage. It contributes to growing interest in exploring the origins and evolution of influential management ideas.