Satir Change Model: 5 Stages of Emotional Reactions to Change

Introduction: Why Change Feels So Difficult

Many people struggle with change.

Change often brings stress, confusion and resistance. Whether it’s an individual facing personal growth, a team adapting to a new process, or a company rolling out new technology, things can feel out of control before they get better.

What if we could understand how people react to change—and even guide them through it more smoothly? That’s where the Satir Change Model comes in.

Developed by Virginia Satir, a family therapist and pioneer in the field of human communication, this model helps explain how people experience change.

The 5 Stages of the Satir Change Model

The Satir Change Model explains that change follows a predictable emotional journey. It is made up of five key stages:

Late Status Quo

At the starting point, everything feels familiar and stable.

People know their roles, follow their routines. Even if things are not perfect, there is a sense of comfort and control so basically everything remains the same. We have a modern word called “Comfort Zone” to describe this situation.

Resistance

When a new element appears (like a new leader, system, or idea), it disrupts the status quo. People may resist, feel fear, or become defensive.

This stage often brings stress, blame, or conflict. But it’s a natural response to the unknown.

Chaos

This is the most difficult stage because the old ways no longer work, and the new ways are not yet clear.

Productivity can drop and emotions can run high. People may feel lost or frustrated.

Please remember, this phase is important because it creates space for learning and growth.

Integration

As people start to understand and accept the change, they try new behaviors and see some success. They begin to see how things can work in a new way. Collaboration improves, and confidence grows at this stage.

New Status Quo

The change is now accepted and becomes part of normal life. People feel more secure and productive again.

They may even feel better than before the change. The team or person has adapted and grown through the experience.

When to Use the Satir Change Model

You can apply the Satir Change Model in many situations:

• In the workplace: When introducing a new workflow or tool, managers can use the model to prepare teams and support them during the chaotic phase.
• In personal coaching: Coaches can guide clients through career transitions or personal growth by identifying which stage they’re in and helping them move forward.
• In education: Teachers and school leaders can use the model to understand students’ reactions to changes in curriculum or learning environments.

Satir Change Model and Tuckman Model

The Satir Change Model and the Tuckman Model both describe how people move through change—but from slightly different angles.

• Satir Change Model focus on emotional responses to any kind of change. It applies for personal development, therapy, team transitions, organizational change
• Tuckman Model focus on behavioral stages of team development. It applies for team building, project management, group dynamics.

In summary, Satir is about individual and group emotional adaptation, Tuckman is about team behavior and performance.

Satir Stage	Tuckman Stage	What Happens
Late Status Quo	Forming	People feel cautious and polite. Everything is new but stable.
Resistance	Storming	Conflict or fear arises. People push back or struggle with direction.
Chaos	(Still part of Storming)	Confusion deepens. Roles are unclear. Emotions run high.
Integration	Norming	People start to collaborate, find their rhythm, and test new ways.
New Status Quo	Performing	Confidence grows. The team becomes productive and united.

Tips for Using the Satir Change Model

• Be patient: Change takes time. Understand that the chaos phase is part of the process.
• Provide support: People need guidance and reassurance, especially during the resistance and chaos phases.
• Communicate clearly: Share what is happening and why the change is needed. Listen to concerns.
• Celebrate progress: Acknowledge small wins during the integration stage to build confidence and momentum.
• Stay flexible: Be open to feedback and adjust the approach when needed.