Managing Transitions (25th Anniversary Edition): Making the Most of Change

by William Bridges, Susan Bridges, William Bridges

Book Overview

The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change...

• Format: Paperback
• Language: English
• ISBN: 0738219657
• ISBN13: 9780738219653
• Release Date: January 2017
• Publisher: Balance
• Length: 208 Pages
• Weight: 0.73 lbs.
• Dimensions: 0.6" x 7.3" x 9.0"

Customer Reviews

Durable Insights...Practical Suggestions

I read this book when it was first published (1991) and recently re-read it, curious to see how well Bridges' ideas have held up since then. They remain rock-solid. His objective is to suggest how to "make the most of change" and heaven knows there have been so many major changes, both global and local, in recent years. I expect the nature and number of such turmoil to increase significantly, and, to occur at an ever-accelerating velocity. I also expect Bridges' observations and suggestions to remain valid. Perhaps at some point he will revise this book to accommodate certain changes such as the emergence of what Pink calls "the free agent nation." The book's materiel is carefully organized within four Parts:The Problem [Bridges provides "a new and useful perspective on the difficulties ahead" and then a test case which illustrates that perspective]The Solutions [Bridges suggests all manner of ways to apply what is learned from the previous Part]Dealing with Nonstop Change in the Organization and Your Life [Bridges suggests a number of strategies by which to cope with rapid change, both organizationally and personally]In 1991, Bridges was convinced that it is impossible to achieve any desired objectives without getting to "the personal stuff"; the challenge is to get people to stop doing whatever "the old way" and that cannot be accomplished impersonally. He was also convinced that transition management requires experience and abilities we already possess as when we struggle, for example, to "figure out a tactful response in a difficult situation." However, the strategies of transition management he suggests may require mastery of certain techniques which we "can easily learn." Presumably Bridges remains convinced today of these same basic points even as new applications and (yes) complications have revealed themselves.For whom will this book be most valuable? Given the nature and extent of organizational change, I would include everyone engaged (voluntarily or involuntarily) in those changes...at least everyone at the management level. Also, service providers such bankers, attorneys, accountants, bankers, executive recruiters, and management consultants such as I who are directly associated with those organizations. On several occasions, Drucker has brilliantly discussed the challenge of managing a future which has already occurred but perhaps has not as yet been recognized. I agree with him that that is indeed a major challenge. One of Bridges' key points seems to be that it is not only possible but imperative to manage effectively the transition from a current situation to a desired destination. It is not always possible to "manage change" but I agree with Bridges that it IS possible to formulate and then manage an appropriate response to it. Those who share my high regard for this book are encouraged to read (if they have not already done so) Bridges' previous work, Transitions, as well as O'Toole's Managing Change, Katzenbach's Real Change

Managing Transitions: Making the Most of Change

Leading a full-time staff of 20 people and over a 1000 volunteers, and having read a number of books on change, I have found William Bridges book extremely helpful. Many talk about change without thinking about the people that change can effect. William helps us understand that change is situational, while transition is emotional. He puts flesh and bones on change. This book is well organized, breaking down transition into three phases. Phase I: "The Letting Go Stage", Phase II: "The Neutral Zone" and Phase III: "The New Beginning" In each phase William helps us understand what to anticipate and gives us extremely practical advice and checklists.I also enjoy the awesome quotes throughout the book. Here are some great qoutes from Phase II:"It's not so much that we're afraid of change or so in love with the old ways, but it's the place inbetween that we fear... It's like being between trapezes." Marilyn Ferguson"It takes nine months to have a baby, no matter how many people you can put on the job." American saying"An adventure is only an inconvience rightly understood. An inconvience is only an adventure wrongly understood." C.K. ChestertonGet the book. It is well worth your investment. It will help you with your greatest asset: PEOPLE.

Answers the question: Why most organizational change fails?

William Bridges is one of the world's leading experts in the area of managing the human side of change. Bridges originally introduced the notion of "transition" in his first book, Transitions: Making Sense of Life's Changes (1980), which was a primer on coping with the tumultuous life changes we all face on a personal level. In Managing Transitions, Bridges applies the concept of transition within the context of organizational change.Bridges asserts that transition is not synonymous with "change." A change occurs when something in the external environment is altered. In an organizational setting this would include changes in management, organizational structure, job design, systems, processes, etc. These changes trigger an internal psychological reorientation process in those who are expected to carry out or respond to the change. Transition is this internal process that people must go through in order to come to terms with a new situation. Unless transition occurs, change will not work.Bridges believes that the failure to identify and prepare for the inevitable human psychological adjustments that change produces is the largest single problem that organizations encounter when they implement major change initiatives.Unfortunately, many managers, when confronted with predictable change-induced resistance by those charged with implementing a change, respond in punitive and inappropriate ways that only serve to undermine the change effort. Due to their lack of understanding of transition, they do not possess the skills to facilitate it effectively.Leaders and managers often assume that when necessary changes are decided upon and well planned, they will just happen. Unless the transition process is handled successfully by management, all that careful decision making and detailed planning will matter little. We must face the fact that for a change to occur, people must own it. Unless people go through the inner process of transition, they will not develop the new behavior and attitudes the change requires. Change efforts that disregard the process of transition are doomed. Bridges presents the reader with a simple three-phase transition model that eliminates much of the mystery surrounding the human side of change. He then provides would-be change agents with a series of checklists that serve as a road map for managing transitions in the real world. Both research and experience remind us that although a change can be implemented quickly, the psychological process of transition takes time. Transitions can take a very long time if they are not well managed. Few organizations can afford to wait that long for the results. The good news is that leaders can learn basic transition management strategies. Armed with these skills, they can lead employees through complex and difficult changes with renewed energy and purpose, and can actually accelerate the process of transition.With as many as half of all

The first step of any project should be to read this book.

The main message of this book - "Never lose sight of the fact that is not so much that you are starting something new but it is that you are stopping something old". The something old that you are stopping is the system that people have used for years. It might be the worlds worst system but it was theirs and you are going to take it away and replace it with something they neither understand or have been a part of selecting. This book helps you deal with that issue. Read it first - then start re-engineering.

Practical, tactical and easy to follow. Invaluable.

This books helps one get one's arms around the "soft" - but most difficult - side of change. I cannot tell you how many brilliant implementation plans fail because consultants and organizations did not plan ahead and take into account the material covered in this book. Checklists and clear descriptions help even the most analytical types understand the human side of change and tactics needed to make change successful. I recommend this book to all my friends - from McKinsey consultants to ministers and non-profit managers.