Different reactions may be observed when a change to working methods is proposed. These reactions include: a. Enthusiasm for the change. b. Fear of…

The typical sequence of reactions to organizational change follows a predictable pattern often illustrated by the "Change Curve" model, which is adapted from the Kübler-Ross grief model. The process begins with an initial negative reaction, such as fear or shock (b). As individuals grapple with the change, a period of disruption, resistance, and uncertainty often leads to a temporary decline in morale and job performance (c). Following this low point, individuals begin to explore and test the new methods, leading to a gradual, often reluctant, acceptance (d). Finally, as the benefits of the change become clear and new skills are mastered, individuals integrate the change into their work, leading to commitment and enthusiasm (a).

A. b, d, c and a: This is incorrect because the dip in performance (c) typically precedes acceptance (d). Acceptance marks the beginning of the recovery from the performance low.

B. a, b, c and d: This is incorrect as enthusiasm (a) is characteristic of the final stage of successful change adoption, not the initial reaction.

D. a, b, d and c: This is incorrect for starting with enthusiasm (a) and for placing acceptance (d) before the performance dip (c), which misrepresents the typical emotional and productivity cycle.

1. Elrod

P. D.

& Tippett

D. D. (2002). The ‘death valley’ of change. Journal of Organizational Change Management

15(3)

273-291. In Section "The Change Process Model" (pp. 275-278)

the authors describe the initial shock and fear

followed by a dip in performance (the "death valley")

which must be traversed before acceptance and institutionalization of the change can occur. This supports the sequence of fear -> reduced performance -> acceptance. DOI: https://doi.org/10.1108/09534810210429277

2. University of Exeter. (n.d.). The Change Curve. Professional Development Unit. Retrieved from university courseware on change management. The model presented outlines the stages of reaction to change

starting with 'Shock & Denial' (related to fear)

moving down to 'Anger' and 'Depression' (where performance drops)

then moving up through 'Acceptance' and 'Exploration' (reluctant acceptance)

and finally reaching 'Commitment' (enthusiasm). This directly supports the b

c

d

a sequence.

3. Carnall

C. A. (2007). Managing Change in Organizations (5th ed.). Prentice Hall. In Chapter 3

"The Human Side of Change

" Carnall details the cycle of change

which includes stages of denial

anger/blame (leading to performance issues)

exploration (acceptance)

and finally commitment

aligning with the sequence in option C.