Spencer and Adams' seven-stage model, readiness for change, and working with resistance
5CO01 – Organisational performance and culture in practice
This CIPD Level 5 learning video examines Spencer and Adams' seven-stage model within the context of 5CO01 – Organisational performance and culture in practice, addressing assessment criteria AC 2.4 on how change is experienced. The video explores readiness for change and strategies for working with resistance, key concepts for understanding individual responses to organisational change initiatives. By analysing this framework alongside related models, you'll develop the critical understanding needed to support employees through transition phases and manage change effectively within your organisation.
What this video covers
Spencer and Adams' seven-stage model sits at the centre of this video, which addresses AC 2.4 of 5CO01 by examining how people experience change at a psychological and behavioural level. The model is worked through in full, covering all seven stages from the initial disorientation that follows a change announcement through to the point at which new ways of working become fully internalised. The video places this framework alongside the other indicative models for the unit — including the Tannenbaum and Hanna three-stage model and the Kübler-Ross adapted coping cycle — positioning Spencer and Adams' contribution as a more granular account of the transition journey, suited to complex or extended change situations.
The concept of readiness for change forms the second strand of the video. Several factors that shape an individual's preparedness to accept and support organisational change are identified, including dissatisfaction with the current situation, confidence in acquiring new skills, trust in leadership, and belief that adequate support exists. The video also considers the specific actions that people professionals can take to cultivate those conditions, touching on communication of rationale, employee involvement in planning, visible leadership commitment, and skill development.
Resistance to change is treated as the third main subject, and the video takes a deliberate stance on how people professionals should interpret it. Active, passive, and psychological forms of resistance are distinguished, and the video identifies common sources including fear of the unknown, loss of expertise, disrupted relationships, and accumulated distrust from prior change experiences. Rather than framing resistance as obstruction, the video considers how concerns surfaced through resistance can inform implementation and how structured engagement with resisters — including creating safe channels for dialogue and involving them in problem-solving — can shift their position over time.
Assessment Criteria 2.4
Discuss models for how change is experienced.
Indicative Content
Models for how people experience change: for example Tannenbaum and Hanna three-stage model; Kubler-Ross adapted model: the coping cycle; Spencer and Adams’ seven-stage model; readiness for change and resistance to change.
What You'll Learn
Video covering: Spencer and Adams' seven-stage model, readiness for change, and working with resistance
About 5CO01 – Organisational performance and culture in practice
This unit examines the connections between organisational structure and the wider world of work in a business context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance
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