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We are living in a world of increasing complexity and relentless change. New technologies like AI arrive before we’ve even finished adapting to the last big shift. Government regulations move unpredictably. Member expectations for value are rising – faster than many boards or committees can respond. And event models, once a reliable revenue source, are under constant pressure.Association leadership has never been more complex. The tools and strategies that worked just five years ago aren’t guaranteed to work today. And yet, in the face of that complexity, it’s tempting to double down on familiar solutions – more committees, more reports, another round of consultation – hoping that old approaches will stick in a new environment.But here’s the uncomfortable truth: they often don’t.This is where the <a data-mce-href="https://en.wikipedia.org/wiki/Cynefin_framework" href="https://en.wikipedia.org/wiki/Cynefin_framework" target="_blank" rel="noopener" data-mce-selected="inline-boundary">Cynefin Framework</a>, developed by Dave Snowden, comes in. It doesn’t give you a step-by-step manual – but it does give you a way to make sense of the mess. Think of it as a map: it helps you understand the type of challenge you’re facing, so you can decide whether to rely on best practice, call in the experts, experiment your way forward, or take decisive action in a crisis.<h3>The Five Domains of Cynefin – Through the Lens of Associations</h3>Rather than treating all problems the same, Cynefin divides challenges into five domains. Each one reflects a different kind of reality – and in a world that is increasingly dynamic, knowing which domain you’re in can make the difference between moving forward and spinning in circles.1. Clear (Obvious)These are the straightforward parts of association life. Cause and effect are obvious, and best practice applies.<ul><li>Example: Renewing memberships, processing event registrations, or routine compliance reporting.</li><li>What to do: Standardise and streamline. Automate what you can, and keep tweaking for efficiency.</li></ul>Even in times of turbulence, there’s relief in having parts of the work that simply need to be kept tidy and predictable.2. ComplicatedThere’s a right answer here too, but it takes expertise and analysis to find it.<ul><li>Example: Developing a new membership pricing model, designing a CPD framework, or conducting a financial audit.</li><li>What to do: Don’t guess. Bring in experts, weigh up the evidence, and apply good practice.</li></ul>Imagine asking your board to design a new office building without an architect – complicated problems remind us that expertise is still non-negotiable.3. ComplexThis is where most of today’s association challenges sit. Cause and effect only become clear in hindsight, and solutions emerge through trial, error, and adaptation.<ul><li>Example: Building member engagement, shifting culture, or navigating advocacy in a volatile political climate.</li><li>What to do: Experiment. Run pilots. Gather feedback. Allow patterns to emerge and adapt as you go.</li></ul>If you’ve ever had three committees all pushing for different advocacy positions at once, you know this space. Complex problems don’t need certainty – they need leaders willing to experiment and learn.4. ChaoticSometimes the pace of change is so abrupt it tips into chaos. No time to analyse – immediate action is required.<ul><li>Example: A data breach, a sudden regulatory shock, or a reputational crisis.</li><li>What to do: Act decisively to stabilise. Communicate clearly. Once things are under control, shift into the complex domain to explore long-term fixes.</li></ul>Think of it like triage in the emergency room – stop the bleeding first, diagnose later.5. Confused (Aporetic)This is when you don’t yet know what you’re dealing with – a space many associations find themselves in when the environment changes too quickly to categorise.<ul><li>Example: Responding to the rise of AI, or facing a disruptive competitor.</li><li>What to do: Break the issue apart. Some pieces will be clear, some complicated, some complex. Deal with each accordingly.</li></ul>In times of rapid change, leaders often land here first. The key is not to stay paralysed – start sorting, testing, and moving.<h3>Why Cynefin Matters Right Now</h3>The reason Cynefin is so powerful for association CEOs is that it names the reality you’re already living.<ul><li>It stops the “one-size-fits-all” trap. Not every problem needs another policy or taskforce.</li><li>It legitimises experimentation. Complex challenges can’t be solved with neat plans – and this framework gives you language to explain that to your board.</li><li>It sharpens governance conversations. Directors can be clearer about when to rely on best practice, when to seek expert input, and when to support iteration.</li><li>It builds resilience. By recognising chaos when it hits, you can act quickly rather than freeze.</li></ul>At its core, Cynefin gives you permission to lead differently – in a way that matches the unpredictable environment associations now operate in.<h3>How to Apply It in Practice</h3>So how do you bring this into your own leadership?<ul><li>Name the domain. When facing a challenge, ask: “Is this clear, complicated, complex, or chaotic?”</li><li>Match your approach. Don’t overengineer the simple, and don’t oversimplify the complex.</li><li>Adapt as things shift. Problems move between domains. A crisis stabilises, a complex issue becomes clearer. Stay flexible.</li><li>Bring others along. Teach the framework to your board and staff. Shared language leads to better, faster decisions.</li></ul><h3>Final Thought</h3>We’re not going back to a simpler world. Associations will continue to face accelerating change, rising complexity, and the occasional plunge into chaos. The question isn’t whether we can avoid it – it’s whether we can navigate it well.And this is where the Cynefin Framework earns its place in your leadership toolkit. It won’t give you all the answers, but it will stop you wasting time on mismatched solutions. It will give you a language to help your board and staff understand why you sometimes need expertise, sometimes need experiments, and sometimes need fast, decisive action.Because in the end, leading an association isn’t about being the hero with all the answers. It’s about being the navigator – reading the waters, adjusting the sails, and steering your people through uncertainty. Cynefin gives you the map. And in times like these, that map may be the most powerful tool an association leader can carry.

Making Better Decisions in Uncertain Times

A member signs up for your webinar. They log in, sit quietly, and leave without saying a word.&nbsp;Another attends your annual conference – but only chats with the people at their table.&nbsp;Someone else downloads a resource from your library, reads it, and moves on with their day.Technically, they’ve engaged. But have they felt more connected to your association? Have they walked away thinking, “This is my community”? Probably not.Because here’s the uncomfortable truth: information doesn’t create belonging. Shared experiences do.<h3>The Difference Between Information and Experience</h3>It’s easy to mistake activity for connection. We send out newsletters, create online resources, share recordings of sessions – and yes, members use them. But a downloaded PDF doesn’t give someone goosebumps. A slick registration process doesn’t make them feel proud to be part of something.Belonging happens when people feel something together.Think about the last time you were in a room where the energy shifted. The keynote that had everyone laughing – or crying – at the same time. The breakout discussion that went off-script, and people swapped stories that made the whole room nod in recognition: Oh, it’s not just me struggling with this.Those aren’t just activities. They’re identity moments. And they transform passive participants into active community members.Those moments are sticky. They’re not just about the knowledge exchanged – they’re about the identity reinforced.And that’s the key. Shared experiences turn passive participants into active community members.<h3>Why Shared Experiences Stick</h3>This is the invisible glue. It’s what makes someone renew, volunteer, or advocate. Not just because they got value – but because they felt belonging.There’s a reason these moments matter more than we sometimes give them credit for.<ul><li>Emotional resonance. First, they hit us emotionally. Facts fade fast – but when you feel something, you remember it. A conversation that makes you laugh, a challenge tackled as a group, a shared success or even a collective failure – those feelings stay attached to your association.</li><li>Social proof. When you see your peers leaning in, sharing, investing their time, you feel safe doing the same. Nobody wants to be the first to speak up, but everyone loves joining a chorus.</li><li>Mutual investment. Shared experiences require us to give something of ourselves – our ideas, our stories, our energy. And once you’ve given, you’re more likely to keep coming back. It’s no longer their association. It’s yours too.</li></ul><h3>The Lonely Value Trap</h3>Here’s the trap many associations fall into: piling up benefits like trophies on a shelf – discounts, resources, services. All useful. All appreciated. But many of them are what I call lonely values.Lonely value is consumed alone. You read the article, cash the discount, watch the webinar recording – and that’s the end of it. There’s no thread tying it back to the community.The danger? Lonely value is easy to replicate. If another provider offers a better price or a sleeker service, members can switch without blinking.But shared experiences? Those are non-transferable. You can’t outsource the feeling of being part of a standing ovation at your annual gala. You can’t copy the energy of tackling an industry challenge with 20 peers who “get it.” That’s the glue that keeps people connected – not just to the benefit, but to each other.That’s what makes the difference between a service provider and a community.<h3>Building More "We" Moments</h3>So how do you bake more of this into your member experience?It starts with asking a different question. Not just: What will they learn? But: What will they share? Who will they meet? How will this feel?Some ways to do it:<ul><li>Design with connection in mind. Build intentional space for members to swap stories, compare notes, and see themselves in each other. A coffee break where people are encouraged to talk about a specific topic, instead of just queuing for caffeine. An online forum where a facilitator kicks off a weekly question that invites stories, not just opinions.</li><li>Mix the formats. Blend the big, formal events with small, informal touchpoints – online forums, coffee catch-ups, mentoring pairs.</li><li>Elevate member voices. Make members co-creators of the experience. Put them on panels. Invite them to host roundtables. Feature their stories in your channels. The more they are the experience, the stronger their connection becomes.</li><li>Create rituals. The quirky award that becomes a tradition. The annual toast. The small, shared moments members look forward to – and talk about afterwards. Moments of shared humour. These give your community something that’s uniquely yours.</li></ul>Every touchpoint is a choice: to build friction, or to build connection.<h3>A Question To Consider</h3>If your association disappeared tomorrow, what would members really miss? Would they miss the benefits – or would they miss the moments they shared with each other?Benefits are replaceable. Shared experiences are not. They’re the heartbeat of your community.So maybe the question isn’t, “What more can we give our members?”Maybe it’s, “What can we help our members give each other?”

Associations Are Built on “We” Moments

They’re not. They’re just tired of being ignored.You roll out a new system that makes internal workflows smoother - but members say it’s clunky. You simplify event registration on your end - but they say it’s confusing. You invest in a platform that integrates with your CRM - but members hate the interface.And when they complain, or disengage, or give you a three out of ten on the post-conference survey, it’s tempting to throw your hands up. You've put in so much work and they just don't appreciate it!Why are they so annoying and ungrateful? But let’s pause. Because that might be the wrong question.What if they’re not being difficult? What if they’re just exhausted from navigating systems that weren’t built with them in mind?<h2>When Member Frustration Is Actually a Mirror</h2>Here’s a hard truth many of us in the association world need to hear: We sometimes design for our own convenience, not for our members’ experience.Not intentionally. Not maliciously. But incrementally.We build a policy to prevent edge-case misuse. We add a step in the process to help staff manage demand. We choose a tech solution that works beautifully behind the scenes - but means members need to login twice.It’s understandable. We’re busy. Resources are limited. Internal pressures are real.But from the member’s perspective, it starts to feel like this place wasn’t built for them.And that’s when the grumbling starts.<h2>The Member Experience Misalignment Loop</h2>We talk a lot about the importance of member-centricity. It’s in our strategies, our conference themes, our board presentations. But if we’re honest, the day-to-day reality often drifts off course. Not because we don’t care about members - but because it’s all too easy to default to what works for us.From the inside, these decisions feel like practical choices. From the outside, they accumulate into a signal: this experience was not designed with me in mind. Here’s how the cycle tends to play out:1. Internal Optimisation. We make a change that works better for staff, resolves edge-case misuse, or integrates nicely with existing systems. It seems efficient. Logical.2. Experience Friction. But then a member tries to interact with it - and hits a wall. Confusing logins. Multiple systems. Unclear steps. Long waits. Hidden benefits. It's not just inconvenient - it’s discouraging.3. Member Pushback. They stop coming. Stop renewing. Or complain - sometimes loudly, sometimes passive-aggressively. We interpret it as entitlement, impatience, or “members just not understanding.”And often, it’s your most dedicated volunteers who are the loudest. Not because they’re difficult - but because they care deeply. They’ve invested time, energy, and identity into your mission. When the experience doesn’t reflect that same commitment, it stings. Their frustration is fuelled by passion. We interpret it as entitlement, impatience, or “members just not understanding.”4. Defensive Response. We explain. Justify. Reframe. “They need to be more patient.” “It’s better in the long run.” “They should just call if they need help.”And so the loop continues. Until, quietly, they leave.<h2>How to Break the Loop</h2>The way forward isn’t about pandering. It’s about partnership. It’s about designing with, not just for, the people you serve. It’s about recognising that trust isn’t just built on outcomes – it’s built on the experience of being considered. It's about co-creation.When members feel like their needs were part of the design conversation from the start, they engage differently. They forgive more. They lean in. But when decisions are made behind the curtain, and the curtain never lifts, they disengage. Not because they’re grumpy, but because they feel powerless.This shift requires humility. It requires slowing down long enough to listen – and being brave enough to change direction when what you hear doesn’t match your assumptions.Here’s the mindset shift:Don’t ask, “How do we get members to appreciate and use what we’ve built?”Instead, ask, “What would we build if we were in their shoes?”<h2>What This Looks Like in Practice</h2>So how do we take these ideas and translate them into actual, everyday leadership decisions? It starts with shifting how we make choices - not just what we choose. Every policy, platform, and process is a chance to either remove friction or create it. Here are some practical ways to start closing the gap between your good intentions and your members’ lived experiences:<ul><li>Co-create instead of assume. Bring members into the room before decisions are made. Not just post-hoc surveys - real involvement in testing, choosing, shaping.</li><li>Walk their path. Map out the member journey, step by step. Try signing up, registering, renewing, finding key info. Where does it feel intuitive? Where does it feel like work?</li><li>Spot internal bias. Ask: Was this designed to make life easier for staff, or to create an easier and better experience for members? Sometimes it’s both. Often, it’s not.</li><li>Speak in their language. If your members are on WhatsApp, but you’re sending clunky HTML emails - they’re not ignoring you. They’re just not hearing you.</li><li>Design for trust, not just access. It’s not enough to offer a benefit. Members need to feel like the system is built to support them, not trip them up.</li></ul><h2>Quick Wins You Can Start Now</h2>Big strategic shifts take time. But that doesn’t mean you have to wait to make progress. Small, targeted changes can build momentum, signal intent, and start repairing the trust gap right now. These aren’t silver bullets - but they’re powerful nudges in the right direction:<ul><li>Create a Member Experience Council. A small, rotating group of diverse members who test things and give honest feedback. Gold.</li><li>Run a ‘Fix the Friction’ week. Invite staff to flag the top three processes members struggle with. Then rework them - fast.</li><li>Do a “secret shopper” audit. Ask someone who’s not familiar with your systems to go through your member experience. Watch what trips them up.</li><li>Re-onboard your current members. Most members don’t know what they have access to - or how to use it. Build a light-touch, re-engagement flow.</li><li>Start measuring experience, not just activity. Don’t just track clicks or attendance. Ask: Was this easy? Did this feel like it was built for you?</li></ul><h2>A Question To Consider</h2>It’s easy to fall into the rhythm of improvement-by-increment: tweak this, adjust that, launch a new benefit here, revise a process there. But sometimes, what’s really needed is not a tune-up - it’s a redesign. So let’s think bigger for a moment:If you had to rebuild your member experience from scratch - Would you build it the same way?Would your processes, platforms, touchpoints and tone all feel truly aligned with what your members actually need?And if not - what’s stopping you from starting that change now?&nbsp; &nbsp;

Why Are My Members So Ungrateful?

If you lead a membership organisation, here’s a truth you can’t afford to ignore:Your association's greatest asset you have is not your brand. It’s not your events. It’s not even your advocacy wins.It’s your members - and more specifically, the network of relationships between them, and what happens when those connections are mobilised toward a shared purpose.That network is your most under-utilised asset and your biggest competitive advantage. And most associations are barely scratching the surface of what it can do.<h2>Community Is Not a “Nice to Have”</h2>In too many boardrooms, community is treated like the soft stuff - a nice outcome if it happens, but not a top-line priority. It gets sidelined in favour of things that are easier to measure: revenue targets, event attendance, media hits.But here’s the shift: community is not an accessory to your work. It’s the infrastructure that makes everything else possible.Community is the structure and sense of belonging that comes from being part of a shared group, identity, or purpose. It’s the recognised “home base” - physical, digital, or cultural - where people know they belong and are connected by shared values or goals, even if they’ve never met.Without it, you are just a service provider with a database. Members dip in for what they need, then disappear.With it, you become a living, breathing network of people who trust each other enough to collaborate, defend one another, and move in the same direction when it counts.That’s when the organisation stops being a vendor and starts being a home. And homes are where people show up when there’s a crisis - or when there’s an opportunity to build something better.<h2>Collegiality: Your Hidden Engine of Speed and Scale</h2>While community gives you the container, collegiality is what fills it.Collegiality is the quality of relationships inside that community - the mutual respect, trust, and willingness to help each other. It’s not just friendliness; it’s professional solidarity, the confidence that if you reach out, someone will answer.It’s what turns members into allies.When collegiality is strong:<ul><li>Ideas move faster - Because the people who need to be in the loop are already talking to each other.</li><li>Solutions spread wider - Because there’s trust in the source, not just the message.</li><li>Opportunities are seized - Because no one is waiting for formal approvals before picking up the phone to make something happen.</li></ul>It’s collegiality that turns me into we. And we can tackle things I can’t touch alone.<h2>Shared Purpose: The Spark That Turns Energy Into Impact</h2>Community and collegiality are like stored energy - full of potential, but inert until something ignites it.That ignition is shared purpose. A goal that matters to everyone in the room, whether they’re fresh in the profession or decades deep.It could be:<ul><li>A threat that, if left unchallenged, would damage the sector's ability to operate.</li><li>A chance to set higher standards that elevate the reputation of everyone involved.</li><li>A once-in-a-generation opportunity to influence public opinion or policy in your favour.</li></ul>When the purpose is clear, urgent, and collective, members stop thinking like consumers and start behaving like owners. They bring skills, networks, and resources you could never buy - because the mission has become theirs, not just yours.<h2>Where Collective Power Finally Kicks In</h2>If your members aren’t already moving together with speed, influence, and conviction, it’s not because they don’t care. It’s because the conditions for mobilisation aren’t in place. Those conditions are:<ol><li>Strong relational glue - Members know each other, not just you. They have relationships worth risking their time and energy for.</li><li>Trusted spaces – Forums, gatherings, or platforms where they can speak honestly, share unfinished ideas, and debate without fear.</li><li>A galvanising cause – An issue or opportunity urgent enough to justify action now, not later.</li><li>A pathway to act – Clear, accessible steps with low friction and visible results along the way.</li></ol>Miss one of these, and the engine stalls.<h2>Making It Happen</h2>If you want to unlock the true power of your organisation, stop asking, “How do we get more members?” and start asking: “How do we connect the members we already have in ways that make it impossible for them not to act together?”That means:<ul><li>Investing in connection first, transactions second - Prioritise opportunities for members to meet, talk, and build trust before you push benefits lists or sales pitches.</li><li>Making collaboration the default - Build systems and cultures where it’s easier to work together than to go it alone.</li><li>Identifying the rally points - Name the issues, opportunities, or ambitions that matter enough to unite every “tribe” you serve.</li><li>Removing the friction - Give members tools, templates, and platforms that make taking action so easy they’d have to consciously opt out not to participate.</li><li>Celebrating action publicly - Show tangible results from collective effort so members see the power of their contribution and are hungry to do it again.</li></ul>Because the moment you create those conditions, you stop being a venue for networking and start being a vehicle for change - one that members will fight to protect, promote, and grow.

The Future Belongs to Associations that Mobilise

Last week I shared an article – “<a data-mce-href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D" href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D">These Jobs Are Next in Line for AI Disruption</a>” – about a new <a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935">Microsoft study</a> showing how AI is transforming tasks, not entire roles. It sparked a lot of conversation, especially from association professionals asking: What does this mean for how we structure work within our own organisations?&nbsp;It’s a timely question. If AI is shifting what gets done, by whom, and how – then simply tweaking job descriptions won’t cut it. The way most associations are structured wasn’t built for this kind of change.We need a new way of thinking about how work is designed, delegated, and delivered. And that starts with shifting from a job-based lens to a task-based mindset.Associations can adapt by focusing on tasks over titles – and how this shift can make our teams more agile, efficient, and future-fit.Because if we want to adapt meaningfully (and sustainably) to the rise of AI, we need to stop asking “Which jobs are safe?” and start asking “Which tasks are shifting – and how can we respond?”<h2>The Problem with Job-Centric Thinking</h2>Traditional job descriptions bundle a range of tasks under one role – member services, comms, events, advocacy, admin, etc. That model worked well in a stable environment.But when AI can take over 20%, 40%, or even 60% of the tasks in a single role – and leave others untouched – job-based thinking becomes a liability. You end up either underusing people or asking them to do work that no longer makes strategic sense.A task-based lens, on the other hand, gives you flexibility. It lets you:<ul><li>Identify where AI can add value (e.g. first drafts, research summaries, customer support triage)</li><li>Free up human capacity for the things AI can’t do (e.g. empathy, strategic thinking, member engagement)</li><li>Restructure roles more creatively around outcomes, not titles</li></ul><h2>5 Ways Associations Can Apply Task-Based Thinking</h2><ol><li>Audit the Work, Not the Role. Start by mapping out what your team is actually doing – task by task. Forget the org chart for a moment. What work is being done? What’s repetitive, rules-based, or language-heavy (i.e. ripe for AI support)? What’s strategic, relational, or judgement-based (i.e. best left to humans)? This gives you a clearer picture of where AI can slot in now – and where it probably shouldn’t.</li><li>Unbundle Roles and Reimagine Workflows. Instead of “events coordinator does X,” think: “event content is drafted by AI, reviewed by the comms lead, and delivered by the events team.” Roles become more fluid, more collaborative, and more focused on where humans add the most value. This opens up space for professional growth too – less time spent doing admin, more time spent thinking strategically.</li><li>Test AI Against Real Tasks. Don’t guess. Take a few real, recurring tasks and run them through AI tools. Draft an event email. Generate a policy summary. Answer a routine member query. Track the output, refine your prompts, and assess the results honestly. Then share those learnings with the team. Transparency builds buy-in.</li><li>Reshape PDs and Recruitment with Tasks in Mind. When hiring or restructuring, describe roles in terms of outcomes and tasks – not fixed duties. “We’re looking for someone who can oversee our CPD strategy and lead member engagement – with the help of AI tools to streamline the admin and content creation.” It’s a more accurate reflection of the work… and it signals to candidates that you're future-ready.</li><li>Empower Staff to Rebuild Their Own Roles. The best ideas often come from the people closest to the work. Give teams permission to rethink how they work, what they own, and where AI could support them. Provide training, not just on tools, but on task design and workflow thinking. This builds confidence and helps people shift from “AI might replace me” to “AI can help me do this better.”</li></ol><h2>From Fear to Fit-For-Future</h2>AI can feel threatening – especially when it’s framed as a replacement for jobs. But when we break work down into its core tasks, a more empowering picture emerges. We start to see where humans shine. We start to design better jobs. We start to build more responsive, agile, and human-centred organisations.Associations are no exception. We are not immune from this shift – and we shouldn’t aim to be. The challenge is not to preserve roles exactly as they’ve always been, but to evolve them in ways that are smarter, more fulfilling, and more strategic.So here’s the question: Are you adapting your structure around the jobs you hired for five years ago – or the tasks you need to deliver tomorrow?Because that’s where the future of association work is heading. And the organisations that get there first won’t just be more efficient – they’ll be better at delivering real value, to members and staff alike. &nbsp;

Why Associations Need to Rethink How The Work Gets Done

Change in associations rarely fails because of strategy. It fails because of people.We don’t like to admit that. It’s much easier to focus on the vision slides, the project plan, the rebranding timeline. But every major change – whether it’s a membership restructure, a merger, or shifting to digital-first delivery – comes with a messy human dimension.And here’s the thing: people’s emotional journey through change is not random. It follows a pattern that’s been observed for decades – one that’s far more predictable than most realise.<h2>Why the Kübler-Ross Change Curve Matters Now</h2>First introduced to describe the five stages of grief, the <a data-mce-href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/" href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/">Kübler-Ross model</a> was later adapted by change management practitioners to map the emotional journey people experience during organisational transitions. The Kübler-Ross Change Curve adds stages like Shock at the start and Experimentation before final Acceptance – reflecting the reality of workplace change.Today, associations are facing change on an unprecedented scale. It is constant, and the pace is accelerating. Leaders are asking members, boards, and staff to respond to economic pressures, AI-driven service expectations, generational shifts in leadership, and evolving definitions of “value for membership.”In such a climate, understanding the change curve isn’t just an academic exercise – it’s a practical map for steering through the emotional turbulence that change inevitably creates.The Kübler-Ross Change Curve for organisational change typically runs like this:<ul><li>Shock – The initial “This is happening?” moment. In associations, this often shows up when members hear about a big dues restructure or when staff learn their roles will change. Even if the news isn’t objectively bad, it disrupts expectations.</li><li>Denial – “It won’t really affect me.” Members might believe they can ignore the change and carry on as before. Staff may assume the strategy will quietly fade like last year’s initiative.</li><li>Frustration/Anger – “Why are we doing this?” Here’s where energy spikes – but negatively. In boardrooms, you’ll hear “We tried that before and it didn’t work.” In staff teams, resistance surfaces in subtle slowdowns or outright pushback.</li><li>Depression/Low Energy – “Maybe this is the end of the good times.” The most dangerous phase for an association. Morale dips, volunteers disengage, and membership satisfaction wobbles. Leaders often panic here – but this stage is a normal part of the process.</li><li>Experimentation – “Maybe I’ll try the new system.” This is the first sign of upward movement. People begin testing the new approach, exploring how it might work for them.</li><li>Acceptance &amp; Integration – “This is just how we do things now.” The change is embedded. The focus shifts from surviving it to making it thrive.</li></ul><h2>Where Leaders Often Misjudge the Curve</h2>Most association executives underestimate three things – and each of these can quietly derail even the best-planned change.<ol><li>How long the middle dip lasts. The “Valley of Despair” between frustration and experimentation is not a bad day or a bad week – it can last for months if left unmanaged. During this time, motivation drops, enthusiasm for the vision fades, and even high performers may disengage. Leaders who assume the curve will naturally “bounce back” risk losing volunteers, members, and staff momentum permanently.</li><li>How differently groups move along the curve. Your early adopters – often younger members, innovation-minded staff, or sector disruptors – might be experimenting enthusiastically while your most loyal, long-standing members are still stuck in denial. And because those long-standing members often hold influence and social capital, their emotional position can shape the mood of the whole community.</li><li>Misreading silence as acceptance. Just because someone stops voicing frustration doesn’t mean they’ve moved forward – they may simply have disengaged. The absence of noise can hide the slow erosion of commitment.</li></ol> Ignoring these truths creates a dangerous mismatch between leadership expectations and stakeholder reality. Leaders push ahead expecting alignment, while large parts of their community are still wrestling with loss, uncertainty, or mistrust. The result? Initiatives stall, goodwill drains away, and the change effort gets remembered as “the time they tried that and it didn’t work.”<h2>Leading Through the Curve</h2>Knowing the theory is one thing – leading people through it is another. The change curve isn’t a poster you stick on the wall; it’s a guide you work with daily, adjusting your approach as people move (or stall) along it. Here are four ways association leaders can turn the model from a diagram into a practical leadership tool that gets everyone to the other side of change with more energy – and less fallout:1. Name the stage openly. You don’t need to mention Kübler-Ross by name, but you can say, “I know this feels uncertain right now – that’s normal. We’re in the messy middle of the transition.” Normalising reactions helps people move forward.2. Customise support for each stage:&nbsp;* Shock: Prioritise clarity – explain what’s changing and why.&nbsp; *&nbsp;Denial: Share evidence of urgency – why “no change” isn’t an option.&nbsp; *&nbsp;Frustration: Create safe forums for venting and listening.&nbsp; *&nbsp;Depression: Reconnect people with purpose and small wins.&nbsp; *&nbsp;Experimentation: Provide low-risk pilots and resources.&nbsp; *&nbsp;Acceptance: Celebrate successes publicly.3. Mind your own curve position. As a leader, you may be in acceptance months before your members are. Resist the urge to rush them. Your patience will pay dividends.4. Use champions strategically. Board members, influential volunteers, and respected staff can model experimentation and acceptance earlier – helping pull others forward.<h2>The Rewards of Getting it Right</h2>When leaders understand and actively manage the change curve, they don’t just get smoother transitions – they build long-term resilience. Members feel heard. Staff feel supported. The association proves it can adapt without losing its identity. And crucially, your community learns that change isn’t something to fear, but a sign of life.It also strengthens trust – because people remember not just what you changed, but how you led them through it. Handling the emotional side of change with clarity and empathy shows that the leadership team values relationships as much as results. That reputation pays dividends long after the specific project ends.And here’s the bigger win: once members and staff have successfully navigated one change with you, they become far more open to the next. The first curve might feel like climbing a mountain; the second feels more like walking a well-marked trail. Over time, your culture shifts from resisting change to expecting and embracing it.In an era where associations must evolve faster than ever, that cultural readiness isn’t just an advantage – it’s survival.

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