1. Change and Transition Management
Developed by:
Jane Pettit, M.S.
UMHS Human Resources
This presentation is an overview of the William Bridges model on Change and Transition.
If you have questions, you can contact Jane Pettit, at

2. Change = the “external” event
04/17/99
Change is the external event. It can be the change in boss, a new colleague, a new workplace, a new policy, etc.
Transition is the internal process, how we adapt to the change.
Transition = the “internal” process 22

3. Transition: the human side of change
“It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition. Change is external, transition is internal.”
William Bridges
Managing Transitions: Making the Most of Change
Both change and transition have to be managed

4. What is changing for you?
Change is situational: the new site, the new boss, the new team roles, the new policy, the new process…
What is changing for you?
What is changing? That is the key question…and perhaps even more importantly, what is NOT changing?
Reflect on what is changing for you…at work, home, in other areas of your life.
With change comes ambiguity. The unknown.
What do I have authority over? What do we have control over?
Do we have the ability to change xyz? Am I responsible to change xyz?
What is the relationship between us and other departments? How is that relationship changing?
“We need clarification around roles”…around authority and responsibility…
Who is the interim leader?
Who leads? Who participates? Who mediates?
Will people lose jobs? Will I lose my job?
What am I losing?

5. Transition is the psychological three-step process people go through to internalize and come to terms with a change.
Change is neutral…it’s our reaction that is positive or negative.

6. Three Phases of Transition
NEUTRAL
ZONE
NEW
BEGINNINGS
ENDINGS
People in an organization may be experiencing all three phases at the same time because people will go through the stages at their own rate.
Some people may Not yet be in transition – they haven’t heard about the change; or just don’t have time to think about it; They’ll say things like it’s “No big deal... Just another idea...Oh, that.”
Letting Go is the first phase of transition. It’s when we recognize what is ending and how we feel about it. What do we need to let go of? Our initial reaction may be Shock, confusion, denial, loss of identity, anger, exploration, acceptance. We may say “This is a crazy idea...You mean I won’t be able to do that any more?...I just won’t do it” “Where do we get the time to take on these new roles, additional responsibilities?
The Neutral Zone is the limbo between the old and the new; it can feel chaotic; many times deadlines are missed; you discover old ways of doing things aren’t working; people are struggling to figure out where things are; A lot of support is needed during this phases. We may say: “Why did we ever think we could do this...we missed another deadline...it’s scary, no one really knows what’s going on...it’s hard to get up in the morning”
This is a time for temporary processes or decisions “this is what we’ll do for today (or this week) and we’ll address it at our weekly meeting.”; try new things; if old ways don’t work well, do what makes sense; have temporary solutions, i.e. CVC hotline for 24-7 questions and answers
The New Beginning is the tentative acceptance of the new situation; the day you look forward to when coming to work feels like you’ve always worked there. You might say “Oh, I get it...I can see some new ways to make this system work...it isn’t half bad...”
Those who are finished with the transition will find all this is old news and something else is new on the horizons
People may say “I can’t say I love my new job, but I can live with it...It took me a while to get used to the new team but I like it now..”
Not yet
begun
Finished
Time

7. People progress through transitions at different speeds
NEUTRAL
ZONE
NEW
BEGINNINGS
ENDINGS
During transition, keep the acronym CUSP in mind: Communication, Understanding, Support, Purpose
During transition it is important to communicate, listen. It’s ok to say “I don’t know. Let me see if I can find out.”
Let people know that all you can tell them is what you know today. Tomorrow, it may change.
Not yet
begun
Finished
Time

8. What people experience…
Anger
Complaints
Forgetfulness
Our feelings are under the surface…what you’ll see in others is “above the surface”
People will need time to vent before they can begin moving forward.
Absenteeism
Worried
Confused
Sad
Frustrated

9. Activity Reflect on a major change in your life:
1. As you made this change in your life, what ended?
security, turf, status, influence, memberships, meaningful work, identity, control, relationships, etc.
2. How did that make you feel?
angry, scared, lonely, excited, relieved, wondering
3. What helped (or might have helped) to make the transition easier?
(talk to someone, time, information, knowing others were going through the same thing, ) What did you learn to avoid in the future?
4. What kind of outcome did you have? What helped create a good outcome? What would you do differently to avoid a bad outcome?
This activity should be done individually, first. Then people can share with a partner. Then, last, individuals can share with the whole group. Use the last question to help the group develop a plan to help themselves through the change and transition.
Ask team members:
“Let’s first look at your own experience with change. Reflect on a major change you’ve made in your life:
Ex: Change in stages of life…recent grad (first job; leaving home)…middle of career….end of career…new baby…new house…new workplace

10. Communicating During Times of Change
Communicate, Communicate, Communicate
frequently and less formally
the good news and the bad
acknowledge the emotional impact caused by the change
Communication is central and paramount during times of change.

11. Communicating During Times of Change
Be open
willing to share an honest expression of your own personal experience
with an "owner's" view, not a "victim's" view of the circumstances
listen and legitimize others' feelings and reactions
What have you done to be open with your staff?
Have staff conversations on a regular basis. How is it going? How can I help?

12. Communicating During Times of Change
Give support
practice skills for listening and understanding others' point of view
work together to create short term plans to address issues
set up regular ongoing ways of working together
Listen. Forgive. There will be mistakes.

13. Communicating During Times of Change
Experiment
hear/accept new ideas from others.
encourage experimentation and accept mistakes.
elicit ideas from others on how to help the change process.
Help create a climate that is supportive of new approaches. Be willing to try new approaches.
Let staff try out new ideas.

14. Managing the Transitions
What will you do to make this transition a success?
Have a discussion with your staff members.
What can they each to do make this transition a success?

15. Genuine beginnings begin within us, even when they are brought to our attention by external opportunities.
- William Bridges