BUSINESS: The Ultimate Resource

August 2003 Upgrade 11

MANAGEMENT LIBRARY
Managing Transitions By William Bridges
Why Read It?
This book focuses on the human aspects of change management. Change is a situation. What the author calls transition is the psychological process people go through to come to terms with change. The book stresses that change involves people and that managers and leaders must help people deal with the transition. The author shows, through practical examples, how managers should make people feel comfortable during a period of change and offers advice, as well as case studies, on the best way to achieve this.

Getting Started
The author believes that many companies try to impose change, but fail to manage the transition. Transition means recognizing that things cannot be the same after an organizational change. People must get used to the new ways of doing things. They do this by going through a neutral zone before emerging into a new beginning.

Contribution
1. Letting Go The author explains that transition begins with a process of letting go. However, this is a process that many people in an organization find difficult. They are comfortable with familiar, proven ways of doing things and they fear the unknown. The first stage, he suggests, is to identify who is losing what, by analyzing what is going to change and identifying the impact on different groups of people. Managers should be aware that people will react in different ways. They should acknowledge the effect of the change on people and, if necessary, make some compensation for their loss. Managers should also acknowledge what was good about the existing processes and emphasize the element of continuity in the most important aspects of the new proposals. 2. The Neutral Zone Bridges believes that the neutral zone is the most difficult part of the transition process, because this is where peoples uncertainties and anxieties about change are most acute. He advises managers to give people a clear sense of direction, as well as support to help them through this difficult stage. Moving from an existing routine to a new one can prove difficult without the right help.
Bloomsbury Publishing Plc 2003

BUSINESS: The Ultimate Resource

August 2003 Upgrade 11

Bridges argues that managers can reduce the damaging impact of the neutral zone by setting short-term targets that are achievable. He also believes that they should not expect or demand exceptional performance during a period of transition. Communication is vital, claims Bridges, at this and every stage of transition. It is also important to encourage creativity during the neutral zone, particularly when there is less pressure on people to perform. Creativity can help to overcome the sense of loss people feel about leaving old routines behind. 3. New Beginnings When people move to the new system, uncertainties can remain, according to Bridges. There is always a risk in new ways of doing things. It is therefore essential to set out a clear plan with timings and targets. Managers should ensure that everyone has a clear part to play in the new system. He recommends clear, regular communications to explain the objectives and rationale for the new system. A vision of the future can help to paint a clear picture for people in the organization. To reinforce the new beginning, Bridges recommends that companies should create a new identity and celebrate success. The book also includes advice for readers on how to take care of themselves during a period of transition.

Context
This book is one of a number that deal with the subject of managing the process of change. John Kotters Leading Change (Harvard Business School Press, 1996), for example, reflects on the themes of leadership, vision, and communication. Bridges book looks at the human perspective of change and includes a great deal of practical advice on ways of dealing with the personal issues that people face. It also contains a number of useful studies, case histories, and exercises that could be used in workshops. As such, the book may be more suitable for people in human resources or line management roles. Senior executives who are concerned with the strategic implications of change might find more value in an author such as Kotter.

For More Information

Bridges, William. Transitions: Making Sense of Lifes Changes. 2nd ed. Cambridge, MA: Perseus, 1980. Bridges, William. Managing Transitions: Making the Most of Change. Cambridge, MA: Perseus, 1991. Bridges, William. Creating You and CO: Learn to Think like the C.E.O. of Your Own Career. Cambridge, MA: Perseus, 1998.
Bloomsbury Publishing Plc 2003