Exploring the Fields of Change can serve as a starting point to reflect on and explore the topic of change in the field of youth work, but not only. It allows mapping and exploring the chosen area of work’s responses to change using four fields: Denial, Resistance, Exploration, and Commitment (explained further on).
The aim is to generate a shared understanding of change-related processes by reflecting on challenges, their responses, and identifying future-ready requirements and settings. However, the purpose can vary depending on the group involved in this exercise and go beyond ‘your youth work context’ as such and if wished. For instance:
- If done in a team of co-workers, the focus may also be on internal dynamics and adapting to organisational change.
- For youth workers, trainers or organisations, it can also inform strategy and support development in training methods or services proposed to a community.
- If done with participants in a conference, seminar or symposium, it can support having a dialogue and insights on systemic transitions and therefore, possible areas of interventions.
The model used in this exercise was developed in the early 1980s by Dr Cynthia Scott and Dr Dennis Jaffe, building upon Elisabeth Kübler‑Ross’s grief curve. They designed a four-phase progression – Denial → Resistance → Exploration → Commitment – to describe responses to organisational change, hence moving away from or beyond grief to dynamics in work and/or organisational space(s). In that initial application and use, the curve served as a predictive tool to anticipate typical emotional and performance patterns in change processes (or even at the stage of change initiatives). It was also used as a practical management guide where each quadrant – or phase – invites specific responses, from clear communication in Denial, emotional support in Resistance, training in Exploration, to role clarity and reinforcement in Commitment.
This exercise is designed for:
- Youth workers
- Youth trainers and educators
- Teams in organisations
- Participants in structured youth-related events
The number of participants is flexible.
- A visual representation of the curve/four quadrants on a big board (for mapping issues in the four fields of change).
- Markers, cards or post-its to indicate the issues and challenges to be placed on the curve.
- Guiding questions for the debriefing.
Plan about 75 to 90 minutes, depending on whether you opt for and reflection in a trio at the end or not. See steps.
- Have cards or information about the four fields (quadrants) of change and the flow of the change curve.
- As much as possible, avoid jumping straight into reflecting on change and therefore, make sure your colleagues/team/participants are already in a ‘change mindset’ before starting this exercise. Examples of tuning-in steps can include a guided visualisation of the organisation’s history, or a visualisation of key issues mentioned by participants in advance (e.g. via their application forms – if so, be mindful of anonymity). You might also build on outcomes of prior exchanges or reflections on key challenges with the group. None of these need to be complex but should serve as a useful ‘warm-up’.
Flow
Step 1: Introduction to the four Fields of Change curve (10 min)
Start by introducing the four Fields of Change as a flow:
- Denial as the initial rejection, refusal or inability to accept that something is happening, that a situation has reached its current stage and that change is needed.
- Resistance as an active or passive opposition to act towards change, even though its necessity has been acknowledged.
- Exploration as a phase allowing experimentation, learning, and adaptation in response to the new emerging and acknowledged context.
- Commitment as a full engagement and investment in the new direction, towards change and sustainable, systemic effects.
As a facilitator, emphasise that this flow reflects how we, as individuals and as systems (e.g. organisations), typically react to, experience, and move through change. It is a temporal and emotional development, though the pace and experience can vary.
Here are two examples of visual representations of the curve, but feel free to design yours when introducing.
Step 2: Mapping our responses to change (45 min)
- In small groups or individually (depending on the context where this exercise is performed, whether in a course, event, organisation or team-development process), participants reflect on their context and identify one (max four) significant ‘force(s)’ or challenge(s) related to change, which can come from their work, organisation, community, or the wider field (e.g. youth work). 20 min.
- When done, individually or in the group, participants reflect on how their professional context is responding to this challenge. Does it deny it? Does it resist it? Is it already accepting it and exploring how to get ready to go towards it? Is it fully committed to that transformation and long-lasting adjustments? 15 min.
- Place the issue(s)/challenge(s) onto the curve on the visual board, in the relevant field of change (Denial, Resistance, Exploration, or Commitment), which corresponds to the type of ‘response’ to that potential change. 10 min
As a facilitator, make sure to reinforce that the mapping reflects lived experience, not ideal situations. The exercise is about recognising where they or their systems actually are, in terms of responses to change.
Step 3: Debriefing – sensing together (20 min)
As a facilitator, support a joint reflection and exchange around the responses to the identified issues/challenges (change) placed on the curve. The idea is to first zoom out and see what the curve says (e.g. where most responses are), and to make visible what can be the shared perceptions and/or the emotional/structural dynamics behind each stage of change.
You might use the following questions as guidance:
- What does the curve say? What do you see?
- How is that visible? What do you think are the behaviours, attitudes, patterns, and loyalties expressed in that field/quadrant (you can do that for each quadrant)?
- What does youth work (or your field of work) look like here? Is it surviving, resisting, or co-evolving?
- What is pulling us back? Or keeping us stuck? And what is pushing us forward? Think about your organisational culture and/or your system structure, the leadership, the resources you have or miss, the beliefs, external pressure, etc.
As a facilitator, acknowledge the emotional dimensions of each field, such as fear in resistance, uncertainty in exploration, etc. and give them their full space, normalise them as part of the process.
Step 4: Reflection in trios (20 min) - optional
If there is time or if you wish, invite participants to form trios for a more in-depth reflection. This smaller setting allows for more personal perspectives to emerge and connect.
Possible general guiding questions:
- Is youth work (or your area) stuck in survival mode?
- What would it take for it to become future-ready and forward-looking?
- Which conditions need to change – internally or externally – for that to happen?
If you are using this tool in combination with the Types of Futures exercise, you may deepen or extend the reflection using:
- Storytelling possible futures for each field of change.
- Sensing what each field feels like in the body.
- Spotting signals of movement from one field to another (beware that this step would require a much longer process, though).
You can also refer to the exercise ‘Four Quadrants for Future Readiness’ as a way to further explore the outcomes of the question explored in trio: ‘Which conditions need to change – internally or externally – for that to happen?’
As said at the beginning, the Fields of Change curve is based on and aligns well with other known theories of organisational change, which helps us better understand how people and systems move through transitions and towards change. For example, in Kurt Lewin’s 3-Step Model, the quadrants of Denial and Resistance in the Fields of Change would correspond to Lewin’s Unfreeze phase, where old ways to do things, habits and mindsets start to shift. The Exploration quadrant would correspond to the Change phase, as people begin to try out new ideas and ways of doing things. Finally, the Commitment quadrant would correspond to the Refreeze phase, when these new ways of working become standard practices.
The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) also connects with the proposed curve model. In ADKAR, Denial and Resistance highlight the importance of building Awareness and Desire; Exploration aligns with developing Knowledge and Ability; and Commitment is strengthened through Reinforcement.
Here is a visual way to present these theoretical connections:
Fields of Change curve |
Lewin’s 3-Step Model |
ADKAR Model |
Description |
Denial & Resistance |
Unfreeze |
Awareness & Desire |
While resisting, old ways of doing things and mindsets begin to shift. The focus is on creating awareness and motivation for change. |
Exploration |
Change |
Knowledge & Ability |
People start trying out new behaviours and approaches. In this phase, the acquisition or development of new competencies is important. |
Commitment |
Refreeze |
Reinforcement |
New ways of working are reinforced and are becoming standard practice. |
Together, these models show that our emotional and mental responses to change follow a visible pattern that can be supported with considerate, targeted action and reflection.