Implementing AI systems is a bit like announcing you’re going to run a marathon. Leaders lace up their trainers, hit the track, and sprint ahead — but the rest of the organisation? They’re still trying to figure out if they even own a pair of running shoes.
And that’s where the Change Curve comes in. It’s the roadmap for the emotional rollercoaster people experience when confronted with major change. Think of it as a reality check for leaders who assume everyone’s as ready to bolt forward as they are.
Spoiler alert: They’re not.
THE CHANGE CURVE: MORE OF A LOOP-THE-LOOP THAN A STRAIGHT LINE
The Change Curve isn’t some smooth, linear ascent to glory. It’s a wild, zigzagging journey through emotional peaks and valleys, and people can — and will — get stuck.
Let’s break it down:
1. Shock and Denial: The “Are we really doing this?” stage. Cue blank stares and whispered conversations in the break room.
2. Anger and Frustration: The “Whose bright idea was this?” stage. Suddenly, everyone’s a critic.
3. Depression and Resistance: The “What’s the point?” stage. Morale dips, coffee consumption skyrockets.
4. Experimentation and Exploration: The “Maybe this could work” stage. Cautious optimism mixed with eye-rolling.
5. Decision and Commitment: The “Fine, let’s do this” stage. People start getting on board — albeit with one foot still in scepticism.
6. Engagement and Moving Forward: The “Okay, we’re actually doing this” stage. Systems are working, people are adapting, and there’s light at the end of the tunnel.
But here’s the thing: It’s not a one-way street. Just when you think everyone’s moved on to Engagement and Moving Forward, someone hits a snag, and boom — they’re right back in Anger and Frustration. Good change management isn’t about pretending the curve is linear; it’s about preparing for the backslides.
WHY LEADERS ARE ALREADY HALFWAY DOWN THE TRACK
Leaders have a massive head start on the Change Curve. By the time they’re announcing the AI rollout, they’ve already:
But here’s where it gets tricky. Because leaders feel like they’re already at the “Engagement and Moving Forward” stage, they start pulling resources and scaling back support. Meanwhile, the rest of the organisation is still fumbling around in “Depression and Resistance,” wondering why the Wi-Fi keeps dropping and why their job suddenly involves words like “predictive modelling.”
THE KEYS TO ENGAGEMENT: KEEPING EVERYONE MOVING (AND LAUGHING)
Thankfully, there’s a cheat sheet for getting people unstuck. It’s called the “Keys to Engagement,” and it’s the equivalent of handing out a roadmap, a flashlight, and a double espresso.
THE LEADERSHIP IMPERATIVE: PUMP THE BRAKES BEFORE YOU LOSE YOUR TEAM
So, what’s the takeaway for leaders blazing through the curve? Slow down. Take a look over your shoulder. Your team is still tying their shoelaces, and you’re halfway to the finish line.
The most successful AI implementations happen when leaders:
AI transformation isn’t just about tech; it’s about people. And people don’t move through the Change Curve in neat, orderly steps. They move forward, slip back, get frustrated, and finally, hopefully, find their way through.
But if leaders speed ahead and pull the rug out too soon, they risk leaving the rest of the team spinning their wheels in “Resistance and Depression,” wondering why this whole AI thing was supposed to be such a good idea in the first place.
So, yes, sprint ahead if you must — just don’t forget to circle back and bring the team with you. Because when it comes to change, it’s not a race. It’s a relay. And the handoff? That’s where the magic happens.