Managing Transitions: Making the Most of Change by William Bridges

1. Managing Transitions:Making the Most of Changeby William Bridges

2. 2 Agenda The Problem The Solution Dealing with Nonstop Change in the Organization and Your Life

3. The Problem

4. 4 Change Versus Transition Change is situational Transition is psychological Ending, Losing, Letting Go The Neutral Zone The New Beginning

5. The Solution

6. 6 How to Get People to Let Go Identify Who�s Losing What Describe the change in as much detail as you can Describe secondary (and further) changes � think of it like a cue ball on a pool table Who is going to have to let go of something? Is there something that is over for everyone? Accept the Reality and Importance of the Subjective Losses Don�t be Surprised at Overreaction

7. 7 How to Get People to Let Go Acknowledge the Losses Openly and Sympathetically Expect and Accept the Signs of Grieving Anger Bargaining Anxiety Sadness Disorientation Depression

8. 8 How to Get People to Let Go Compensate for the Losses Give People Information, and Do It Again and Again � Ignore Rationalizations: �They don�t need to know yet. We�ll tell them when the time comes. It�ll just upset them now.� �They already know. We announced it.� �I told the supervisors. It�s their job to tell the rank and file.� �We don�t know all the details yet, so there�s no point in saying anything.�

9. 9 How to Get People to Let Go Define What�s Over and What Isn�t People don�t dare to stop doing anything People make their own decisions about what to discard and what to keep People toss out everything that was done in the past Mark the Endings Treat the Past with Respect Let People Take a Piece of the Old Way with Them Show How Endings Ensure the Continuity of What Really Matters

10. 10 Leading People Through the Neutral Zone A Very Difficult Time� Effectiveness drops by 50% due to anxiety rising and motivation falling People miss more work than at other times Old weaknesses reemerge in full flower (weak service, resentment, etc.) Vulnerable to attack from the outside �But Also a Creative Time Capitalize on the confusion by encouraging innovation

11. 11 Leading People Through the Neutral Zone �Normalize� the Neutral Zone Redefine the Neutral Zone Strengthen Intragroup Connections Use a Transition Monitoring Team

12. 12 Leading People Through the Neutral Zone Create Temporary Systems for the Neutral Zone Protect people from further changes while they�re trying to regain their balance Review policies and procedures to ensure they work under the fluidity of the situation Consider new roles, reporting relationships, or configurations of the org that are needed Set short-range goals for people to aim toward and establish checkpoints along the way Don�t set too ambitious targets Think about what managers need to function successfully in the neutral zone

13. 13 Launching a New Beginning A beginning is not the same as a start A Purpose A Picture A Plan A Part to Play

14. 14 Reinforcing the New Beginning Rule 1: Be Consistent Rule 2: Ensure Quick Successes Rule 3: Symbolize the New Identity Rule 4: Celebrate the Success

15. Dealing with Nonstop Change in the Organization and Your Life

16. 16 This Section Was Worthless Basically, he said �accept that change is the unavoidable reality today�

17. 17 Appendices Were Valuable Assessing Your Transition Readiness (15 Questions) Planning for Transition (10 Steps) Setting up a Transition Monitoring Team Career Advice for Employees of Organizations in Transition (5 Steps) The Leader�s Role in Times of Transition (Recommendations in 5 Acts)