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 William Bridges has long been seen as one of the leading experts in the area of managing corporate transition. Called Change Management by some, the area of Transition Management is different in that it encourages full recognition of the people issues associated with leading others in a new direction. Here is a summary of his rules for leading transitions effectively:
1. You have to end before you begin
As they say, " You can't steal second base with your foot on first!" To embrace a new mission or role or value system, you have to let go of the old one first. These endings need to be managed.
2. Between the ending and the new beginning, there is a gap
It takes time to reorient from the old ways of being and doing to the new ways. This so-called "Neutral Zone" is normal, but it is also dangerous, since old problems often re-emerge then and people fall prey to simplistic answers. Getting people through the neutral zone takes leadership.
3. That gap can be creative
The same confusions that make the in-between time confusing also make it creative, because the organization's change-resistance is lowered. Everything is up for grabs anyway, so why not...? But this creativity will fail to materialize if it isn't legitimized and cultivated.
4. Transition is developmental
Beneath the surface of the change, a whole "chapter" in the organization's life may be coming to an end. And a new chapter, which is more adequate to the new day, may be coming into existence. People will deal with the transition better if they understand this. Help them do so.
5. Transition is also a source of renewal
This developmental step from the old to the new can release tremendous energy if it is managed well - good news in this day of stress and overload. People won't understand this without your help, they will try instead to return to the lost comforts of the old way.
6. People go through transition at different speeds
Everyone goes through the same three phases of transition, but no one does exactly like anyone else. Slow transitions aren't worse than fast ones. Learn to sense where people are in the process, and communicate to them where they are. Don't imagine that everyone has gone through the phases as fast as you have.
7. Most organizations are running a "transition deficit"
Under stress, people slide by and make a changes without any transition. It's harder to do that a second time because there's that first unfinished transition back there, weighing them down like baggage. And the third time is harder still (note: individuals, including you, run these deficits too). This transition deficit is dangerous, because sooner or later the deficit comes due. The results can be traumatic. So take care of the transitions as they occur.
Concluding Thought
As a certified William Bridges instructor, I have seen change efforts fail repeatedly because these steps have not been followed. If you have a new system or challenge that you are struggling with, please call us and let us guide you through this proven process of organizational change.
Tom Pearce
President, iLead Consulting and Training
This list was developed by William Bridges and Associates and is protected by their copyright. It has been used with permission for this newsletter.
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