Read Again: Applying the Satir Change Model

In the latest instalment in our change management series, we dive into The Satir Change Model – a practical framework that managers navigate resistance to change

CREDIT: This is an edited version of an article that originally appeared in Indeed

Developed by family therapist Virginia Satir, the Satir Change Model explores the emotional journey people experience when faced with organisational change. Much like the Kübler-Ross change curve, it highlights the psychological transitions employees undergo, not just the operational steps. Satir’s model identifies five key phases:

Late Status Quo

This is the period before change occurs, when teams are comfortable with existing routines and systems. Productivity may be steady, but innovation and adaptability can stagnate. Example: A department has been following the same workflows for years. Employees know their roles and procedures well, but new challenges or inefficiencies are starting to emerge.

Resistance

When change is introduced, employees often react with uncertainty, scepticism, or concern. This may manifest as pushback, questions, or reduced morale. Example: Management announces a restructuring of team roles. Some employees worry about learning new responsibilities or losing familiar routines and express hesitation about the changes.

Chaos

During this phase, old routines no longer work, and the new ways are not yet fully understood. Confusion and mistakes are common as employees adjust. Example: As the department implements the new structure, processes break down temporarily. Miscommunications occur, and staff struggle to adapt to new responsibilities and workflows.

Integration

Gradually, employees begin to understand the new processes and their benefits. Skills improve, collaboration increases, and confidence starts to return. Example: Staff start to adapt to their new roles, share tips and develop efficient ways to handle responsibilities. The team begins to notice improvements in workflow and collaboration.

New Status Quo

Eventually, the new processes become routine. The department stabilises, and performance improves as the team operates confidently within the new system. Example: The department now runs smoothly with the restructured roles. Employees feel confident in their roles, workflows are more efficient, and the team is better positioned to handle future challenges.

The Satir Change Model highlights that successful change relies on supporting employees emotionally as well as operationally. Good leaders understand that resistance and chaos are normal stages of change, allowing them to be proactive in their preparations. Understanding the different phases of the change helps leaders plan interventions strategically – like training, coaching, or feedback loops.

Change is inevitable, and people’s reactions to it are predictable. The difference between good and great leaders is that the latter know change must be gone through, not around. You can’t sidestep the uncertainty or frustration. The key instead is to face it head on.