Change is a constant presence—at work, in our personal lives, and across the world around us. It’s cliche to say, but it’s true: The only constant in life is change.
Every one of my clients and students faces a unique set of circumstances. Some are working to enhance their company’s ability to deliver value. Others are stepping into new roles, joining unfamiliar teams, or even embarking on entirely new careers. Despite the variety of their situations, one theme unites them all: change. They are either driving it or adapting to it.
This topic surfaces in every single one of my classes and consulting engagements, without fail. So, I’d like to share a tool that has proven invaluable to me in navigating change—and in helping others do the same: the Satir Change Model.
Understanding the Satir Change Model
Virginia Satir was a famous family therapist and while her model is rooted in family therapy, you will find it holds up just about everywhere you look.
If you have:
1) a group of people and;
2) a significant change happening
… you will recognize these stages.
I particularly appreciate Steven M. Smith’s explanation of the model. I will rely on his visualization of what a well-assimilated change looks like, and I’ve linked to his article below for those who’d like to explore further.
Let’s break down how the model unfolds…
The Stages of Change
Stage 1: Status Quo
We begin with the status quo—the way things are. It might be comfortable or frustrating, but it’s familiar. There’s a stability and predictability to it, for better or worse.
Stage 2: The Foreign Element & Resistance
Then, something happens. Stability is disrupted. Satir calls this the “foreign element”—the change itself. It could be intentional, like an organization launching an Agile transformation or a department undergoing a re-org. Or, it might be imposed from the outside, such as the geopolitical shifts many are experiencing today in March of 2025. Regardless of its origin, this disruption often triggers resistance. People may deny its validity, ignore it, or deflect by pointing fingers elsewhere.
I once worked with a leader who, when presented with verbatim retrospective feedback from his own teams, quickly countered with a different set of survey results to insist that everything was fine. Nothing to see here.
Those stuck in resistance need support – they will need some help to see and accept reality.
Stage 3: Chaos
Even if that initial resistance is overcome, the news isn’t immediately good: things often get worse—sometimes much worse. Satir described this stage as a “disequilibrium” but I think the word “chaos” is more apt. I’ve seen teams in this stage have wild lurches forward (hey we delivered this project with lightning speed!) only to be dealt crushing blows (it turns out we built the wrong thing!).
When we enter this stage, we are stepping into the unknown. Old ways of solving problems fail, social structures fracture, and uncertainty reigns. Consider what happens when a company undergoes layoffs, an all too common occurrence as of late. When the first round of layoffs is announced, surviving employees freeze. Productivity drops, questions swirl. Eventually, progress resumes, but it’s uneven—marked by sharp ups and downs as new challenges present themselves, demanding novel solutions.
This zone is fraught with peril but there are a few ideas from the model that can help:
- Create space for your team to process their feelings and fears. This may sound “touchy feely” (remember, this is all rooted in the model’s therapeutic origins), but it works. Reactions to change are often instinctual, and people don’t know what they think of the change, or why. Giving people room to reflect, helps.
- Help people to learn about and lean on their support systems—new teammates, HR partners, or the company’s internal employee resource programs. If you have direct reports, remind your teams you’re there to guide them as well.
- Avoid seeking quick fixes. Trying to revert to the old status quo or shift the goal of the change undermines the effort. People need to move through the chaos to reach a stronger outcome.
Stage 4: The Transforming Idea and Integration
A light emerges at the tunnel’s end with the arrival of a “transforming idea.” This is the moment when individuals grasp “What’s in it for me?”—seeing personal benefits like new career opportunities, or better work-life balance. A frequent outcome in my Agile work is that teams begin to feel more pride in their work. This tends to pull the whole group up the performance curve.
This is a tricky spot to be in, though. Progress accelerates as more people find their own transforming idea, but not everyone moves at the same pace. Those who’ve embraced the goal of the change may grow sensitive to even minor setbacks, and old support systems might no longer exist. Leaders must help teams find fresh problem-solving approaches to prevent a slide back into chaos.
Stage 5: New Status Quo
Finally, we reach a new status quo. With enough people integrating the change, stability returns—ideally at a higher performance level than before. The wild swings of the chaos phase give way to predictability.
Yet a pitfall looms: declaring “We made it—let’s never change again!” is a great way to ensure future pain. Instead, leaders should focus on two priorities, now:
- Ensure safety so people can practice and refine new ways of working.
- Reinforce lessons about addressing change.
This second point is critical. It builds resilience, transforming organizations from change-averse to change-ready. When your team starts to welcome evidence of beneficial change with enthusiasm, you’re on the right path.
Why This Matters
The Satir Change Model offers a lens through which leaders and change agents can better understand and manage the inevitable. It’s a reminder that change, while messy, follows a pattern—one we can navigate with intention and support.
For more detail, check out Steven M. Smith’s article: https://stevenmsmith.com/ar-satir-change-model/
Change isn’t going away. But with tools like this, we can face it with confidence.