The Satir Change Model: A Leader's Guide to the Emotional Journey

kristian8120
4 days ago
2 min read

When organisations implement significant change, leaders often brace for resistance. What they fail to anticipate is the inevitable, and often alarming, dip in team performance. This period of confusion and reduced output isn't a sign of failure; it's a predictable stage in the human process of adaptation. The Satir Change Model offers a powerful map for understanding this journey and guiding teams through the turbulence to a higher level of performance.

Originally developed by family therapist Virginia Satir, the model charts the impact of a "foreign element", a new technology, a team restructure, or a strategic pivot on a system's performance over time.

The model outlines five distinct stages, each with its own emotional and performance characteristics. Understanding this curve transforms a leader from a spectator of chaos into an informed guide.

1. Late Status Quo

This is business as usual. The team operates with familiar processes and established performance levels. While stable, it can also be a stage of comfort and complacency, where the need for change isn't yet felt by the group.

2. The Foreign Element & Chaos

Change is introduced. A new project, system, or leader arrives, disrupting the familiar. Performance plummets. This is the stage of Chaos. Team members feel disoriented, frustrated, and insecure. Old methods no longer work, and the new way is not yet understood. It is in this valley of chaos that most change initiatives are at the greatest risk of abandonment.

3. The Transforming Idea

In the depths of chaos, a moment of insight occurs. A team member discovers a new way of working that makes sense, the Transforming Idea. This is the turning point where the team sees a plausible path out of the confusion. They realise the change can work, and a sense of hope and possibility emerges.

4. Practice and Integration

With a viable path forward, the team begins to practise the new behaviours. Performance starts to climb, surpassing the initial status quo. This stage requires patience and deliberate effort. Mistakes are made, but they are now seen as part of the learning process. The team builds new skills and strengthens its collaborative muscles, integrating the new ways of working.

5. New Status Quo

The team arrives at a new, higher level of performance. The new methods are now ingrained and have become second nature. The group is more resilient and capable than before, having successfully navigated the change together.

Why This Matters for Leadership

To lead through change effectively, one must manage the curve, not fight it.

Acknowledge the Dip: Instead of being surprised by the chaos, frame it as a natural and necessary part of the process. Communicate that the performance dip is expected and temporary.
Create Safety in Chaos: During the chaos phase, a leader's primary role is to provide psychological safety. Increase support, listen to frustrations, and foster an environment where team members can voice uncertainty without fear.
Look for the Transforming Idea: Facilitate brainstorming and experimentation to help the team discover their "aha" moment. Highlight small wins and amplify the voices of those who are beginning to make sense of the new reality.
Encourage Practice: In the integration phase, protect the team from pressure for immediate perfection. Create space for learning and provide the resources needed to build mastery in the new way of working.