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The Coping Cycle

The document describes Carnall's 5-stage coping cycle model for analyzing employee reactions to organizational change. The stages are: 1) Denial, where employees do not accept change due to fear of the unknown. 2) Defence, where employees feel emotional and try to protect their jobs. 3) Discarding, where employees start to realize change is necessary. 4) Adaptation, where employees learn new ways to perform their work. 5) Internalization, where change is fully accepted and employees feel comfortable and motivated in their new roles.

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Trúc Đặng Thanh
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893 views2 pages

The Coping Cycle

The document describes Carnall's 5-stage coping cycle model for analyzing employee reactions to organizational change. The stages are: 1) Denial, where employees do not accept change due to fear of the unknown. 2) Defence, where employees feel emotional and try to protect their jobs. 3) Discarding, where employees start to realize change is necessary. 4) Adaptation, where employees learn new ways to perform their work. 5) Internalization, where change is fully accepted and employees feel comfortable and motivated in their new roles.

Uploaded by

Trúc Đặng Thanh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
  • The Coping Cycle

The Coping Cycle

Carnall (2003) have developed a coping cycle model to analyse the employee’s
reactions to change, which seems to be more advanced than Kirkpatrick’s model
(2001). The model consists of five different behaviour levels that include denial,
defence discarding, adaptation, and internalization.

Denial

Employees do not accept the change because of the fear of the unknown. Regarding
this case study, employees might resist the idea of change. They might raise
questions like why is there a need for change and upgrade into a chain restaurant.
Individuals will most often try to justify their current job functions and values.

Defence

People tend to protect or defend their jobs because they cannot deal with changes
that are taking place, as a result, they feel very emotional, frustrated and helpless
(Hayes, 2014). Employees feel like that they have a lot to deal with at once, like
getting used to the idea of reporting to a new manager, new job descriptions, having
to learn how to use the modern technologies, having to adapt to the new levels of
services, getting used to the new location of the restaurant.

Discarding

When people realise that change is necessary and they start to feel more
comfortable with the changes overtime they slowly adapt and start to accept the
need for change. Employees start to realise in order for Le Chic restaurant to be
successful they need to implement new strategies in order to enhance the
performance of the business and increase growth.

Adaptation

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It occurs when an individual starts to settle in the new job and working environment
and find new ways to perform their work duties. The employees of Le Chic restaurant
will start to figure out how to use the newly developed information technologies and
online facilities that will speed up the process of taking orders from customers. The
employees will also learn to adapt working in a new team and develop team spirit.

Internalisation

It is the last stage where employees are more comfortable and stable with the
situation and work functions. Their approach to work is good, and they start to be
more motivated and their performance starts to improve via a process of
experimenting, developing and learning. Employees of Le Chic starts to adjust to the
new environment and improved standards and services and new staff members and
accept other ad hoc changes.

This study source was downloaded by 100000828893535 from [Link] on 01-17-2022 [Link] GMT -06:00

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