©2015 Center for Creative Leadership. All rights reserved. Getting Through the Wilderness William Bridges, Ph.D.

©2015 Center for Creative Leadership. All rights reserved. Understand the difference between change and transition and grasp the implications between the two. Find ways to help yourself feel more grounded as you move through change.

©2015 Center for Creative Leadership. All rights reserved. Change Transition

©2015 Center for Creative Leadership. All rights reserved. Change and Transition New Site New Boss New Team Roles New Policy The process people go through to come to terms with the new situation Transition is “Psychological” Change is “Situational”

©2015 Center for Creative Leadership. All rights reserved. Understood in terms of a beginning, or starting something Usually happens quickly Experienced externally and visibly (changing jobs, marriage, new home, loss of loved one, etc.) Change and Transition Change:

©2015 Center for Creative Leadership. All rights reserved. Understood in terms of endings — begins with leaving something behind, letting go, etc. Takes more time Experienced internally (might be invisible or hard to observe in others) Change and Transition Transition:

©2015 Center for Creative Leadership. All rights reserved. The Experience of Transition Ending Key Issue: Letting go of what was Beginning Key Issue: Managing the ambivalence of starting something new Neutral Zone Key Issue: Finding clarity amid the confusion In either case, you are in more than one of these phases at the same time, and the movement through transition is marked by a change in the dominance of one phase as it gives way to the next.

©2015 Center for Creative Leadership. All rights reserved. Define what is or what is not over. Identify what you are losing. Seek information — don’t sit back. Take a piece with you. Mark the ending. Expect and accept your own feelings. Try to find out what you may be gaining. Tips to “Clean Endings”

©2015 Center for Creative Leadership. All rights reserved. Accept it. Listen to how you describe the situation. Expect to be untethered, doubtful, and stressed-out. Set short-term goals for yourself. Don’t expect to be perfect. Are there hidden opportunities with the confusion? Navigating Through the “Neutral Zone”

©2015 Center for Creative Leadership. All rights reserved. Maybe the new way really won’t work out. Triggers memories of other beginnings. No more “hiding” in the neutral zone. Something really ended — “uh oh.” Beginnings – Not as Easy as it Seems

©2015 Center for Creative Leadership. All rights reserved. The P urpose Why we have to do this The P icture How the attainment of our goal will look and feel The P lan How we get there, step by step The P art What you can and must do to help us move forward Communicating Change – Four P’s

©2015 Center for Creative Leadership. All rights reserved. “Nothing so undermines organizational change as the failure to think through who will have to let go of what when change occurs.” William Bridges Undermining Organizational Change

©2015 Center for Creative Leadership. All rights reserved. ???? Leadership Support During Stages of Change Adapted from Chris Musselwhite & Randell Jones (2004), Dangerous Opportunity: Making Change Work Stage 1 – Denial – Giving Information Do’s Share information frequently and consistently Share relevant facts Build support networks and coalitions Don’ts Clobber people with the brutal truth Seek immediate acknowledgement or agreement Stage 4 – Commitment – Giving Reinforcement Do’s Identify and clarify objectives and targeted results Encourage and support innovation and risk taking Exemplify and encourage open communication Make space for people ‘doing it on their own’ Don’ts Help so much as to slide into micro-managing Control or limit people’s choices In any way restrict or limit participation Stage 3 – Exploration – Giving Encouragement Do’s Create safe opportunities for exploring possibilities Engage in shared and participative decision-making Encourage consideration of both Pro’s and Con’s of change Recognize and reward both exploration and progress Don’ts Push or rush people into making choices Embellish or over-sell future possibilities Emphasize or punish mistakes during exploration Stage 2 – Resistance – Giving Support Do’s Actively listen to constituents in Resistance Stage Acknowledge feelings as well as responding to information Allow time for assimilating change and understanding implications Look for areas of common ground and stability to build on Express genuine support Don’ts Argue for faster agreement Rationalize why others should NOT feel what they feel Sell them on the benefits for them Rush or push people toward Exploration Stage

©2015 Center for Creative Leadership. All rights reserved. Apprehending the business reasons for change Learning about personal and organizational readiness for change Understanding the Need for Change Planning the approach and specific steps to be taken Engaging the organization to prepare for change Framing the Change Executing the plan for change Helping individuals and groups manage the transition Implementing the change Evaluating the outcomes and taking necessary actions Helping people become attached to a new way of being Assessing and Sustaining the Change Four Phases of Change

©2015 Center for Creative Leadership. All rights reserved. Managing Complex Change

©2015 Center for Creative Leadership. All rights reserved. The Change Style Indicator ® measures individual style in approaching change and situations involving change. What Does the CSI Measure? Change Style Indicator ® (CSI) Developed by: W. Christopher Musselwhite and Robyn P. Ingram

©2015 Center for Creative Leadership. All rights reserved. Facts about Change Styles Style reflects aspects of personality or preferences — like right- or left-handedness Scores do not indicate effectiveness at utilizing a preferred style There is no right or wrong, “better” or “worse” style

©2015 Center for Creative Leadership. All rights reserved. Understanding Your Score Will Help You Manage your response to change Recognize and appreciate the contributions that each change style offers Increase productivity through effective responses to change style differences Lead others through change

©2015 Center for Creative Leadership. All rights reserved. Change Style Indicator ® The CSI is a continuum-based model divided into three styles: CONSERVER PRAGMATIST ORIGINATOR

©2015 Center for Creative Leadership. All rights reserved. Change Style Continuum CONSERVER PRAGMATIST ORIGINATOR

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Conservers Appear disciplined, precise, methodical, and cautious. Prefer solutions that are tested and proven. Accept conventional assumptions. Enjoy predictability. Honor tradition and established routines. Style Characteristics ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

©2015 Center for Creative Leadership. All rights reserved.

Originators May appear undisciplined, abstract, and spontaneous. Prefer quick and expansive change. Challenge assumptions. Enjoy risks. May treat accepted policies and procedures with little regard. Style Characteristics ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

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Pragmatists Appear practical, agreeable, and flexible. Serve as mediators. See both sides of an argument. May take a middle-of-the-road approach. Style Characteristics ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

©2015 Center for Creative Leadership. All rights reserved. Conservers See Originators As: Disruptive Disrespectful of tradition and history Generators of turbulent work environments Insensitive to the feelings of others Wanting change for the sake of change Perceptions ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

©2015 Center for Creative Leadership. All rights reserved. Originators See Conservers As: Dogmatic Hesitant to share new ideas Compliant to authority Stuck within the system Defenders of the status quo Perceptions ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

©2015 Center for Creative Leadership. All rights reserved. Conservers and Originators See Pragmatists As: Compromising Mediating Indecisive Easily influenced Noncommittal Perceptions ©1996 W. Christopher Musselwhite, Ed.D. All Rights Reserved.

©2015 Center for Creative Leadership. All rights reserved. Collaboration Conservers Bring order out of turbulence Revitalize current systems for tomorrow Work within the system to bring about improvement ideas and greater efficiencies Originators Catalyze the necessary turbulence Help create the break from worn out systems Look outside the system to bring about different ideas and different structures

©2015 Center for Creative Leadership. All rights reserved.