Organisations do not transform; people do. While change is an external event—such as a new software rollout, a restructured department, or an altered operational process—transition is the internal psychological process people experience to adapt to that new reality. Transformation is the ultimate, long-term outcome. It’s the collective evolution in culture, mindset, and capability that happens when transitions are successfully navigated across an organisation.

Understanding how people experience transition is the foundation of effective change management. Without addressing the psychological journey, even the most meticulously planned organisational change risks friction, disengagement, and failure.

The discomfort of transition

Transition is an uncomfortable experience. Psychologist John Fisher’s Personal Transition Curve illustrates the complex, non-linear emotional journey people go through when facing organisational change. People rarely move through change in a straight line. Instead, they navigate a range of reactions from initial anticipation to deep uncertainty before reaching commitment. 

The initial response: anxiety, happiness, and fear

When a change is first announced, initial reactions vary. It will depend on the person's perception of impact:

• Anxiety: A person immediately questions their capability, asking, 'Can I cope with what is being asked of me?'
• Happiness: If the change resolves a long-standing pain point, some feel immediate relief: 'At last, something is going to change!'
• Fear: As the implications sink in, anxiety turns to fear regarding personal impact: 'How will this affect my role, status, or security?'

The mid-transition dip: threat, guilt, denial, and confusion

As the reality of the change takes hold, people enter the most vulnerable phase of transition. Without targeted support, people risk getting stuck or opting out entirely:

• Threat and guilt: Some people perceive the change as larger than expected ('This is bigger than I thought!') and may feel guilt or regret over past methods ('Did I really do that wrong for so long?').
• Denial: To protect themselves from discomfort, some pretend the change isn't happening ('Change? What change?').
• Disillusionment: When old ways no longer work and new ways are unfamiliar, some people may disengage or leave ('I'm off! This isn't for me!').
• Anger and hostility: Frustration can turn outward toward leadership or inward toward self-doubt. In extreme cases, hostility arises as a desperate attempt to resist the new reality ('I'll make this work if it kills me!').
• Confusion: The core identity phase where old habits are stripped away, leaving individuals asking, 'Who am I in this new environment?'

This is the most vulnerable point for people and the project. Leaders may misinterpret what is happening and pivot, pause, or end the project. At this point, leaders should consider what people need to move them on to the next stage.

What do people need in the mid-transition dip

During the mid-transition dip people are grappling with a range of emotions. They are also experiencing a temporary crisis of competence, identity, and security. Moving people through this vulnerable low point requires targeted support designed to address each specific emotional driver.

Key principles for change leaders

To guide teams through Fisher's transition curve effectively, change leaders should apply three core principles:

• Distinguish change from transition: Manage the project mechanics (schedules, tools, milestones), but lead the human transition (emotions, training, support).
• Create psychological safety: Acknowledge that feelings of fear, confusion, and anger are natural responses to change. Providing safe spaces for open dialogue prevents anxiety from turning into outright hostility or denial.
• Tailor support to individual stages: A single broadcast message will not reach everyone equally. Someone in Denial needs clear, unambiguous facts; someone in Confusion needs coaching and role clarity; someone reaching Insight needs reinforcement and recognition.

By treating transition as a human process rather than a transactional event, leaders can turn resistance into commitment and achieve lasting organisational transformation.