1. Change v. Transition Materials needed this session: Pens Handout
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2. Review the difference between change and transition
Identify the 3 phases of the transition curve
Understand that each person is at a different place along the transition curve
SAY:
In the previous sessions, we explored the psychology of change to better understand our reactions to change.
In this session, we will look at a model about change to help us better understand our own process during times of change.
We will:
Review the difference between change and transition
We’ll use a model developed by William Bridge to explore the 3 phases of transition.
We’ll discover that each person is at a different place along the transition curve.

3. It’s Not The Changes That Do You In…
…it’s the Transition.
Change is situational: the new site, the new boss, the team roles, the new policy.
Transition is the psychological process people through to come to terms with the new situation.
Change is external; transition is internal.
[Note: this slide is animated.]
SAY:
Earlier, we explored the 2 types of change: imposed and initiated. In either case, once the change has happened, it has happened. We’ll now look at the after-effects of change, according to William Bridges.
Change is situational: the new job, the new boss, the new team role, the new policy, etc.
Transition is the psychological process people go through to come to terms with the new situation.
Change is external; transition is internal.
The IMPACT of change is intensely personal. Each person will think, feel and react differently to change.
The Change Curve is a popular and powerful model used to understand the stages of personal transition and organizational change. It helps you understand how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.

4. The Curve
SAY:
Here’s a graphic of staff confidence, morale, and competence during change and transition. This is in your handout on page 1.
Change is fast, but transition can be slow. There are 3 phases of transition: Ending Phase, Neutral Phase, and New Beginning Phase.
[Share an examples of change within the company. Disclose which phase you’re at.]
Let’s walk through this curve a bit more.
You can see this on page 2 of your handout.
Every transition begins with an ending, a loss, a need to let go. When things change, we leave behind the way things used to be. We’re left with searching for a new way to define reality. Even if the change is perceived as positive, there’s some loss and something that is ending.
ASK:
Who has had children/gotten married? What did you lose?
[Allow group to answer.]
Before we can transition to a new beginning, we must let go of the way things used to be. People may resist giving up ways and practices that made them successful in the past, reluctant to give up what feels right and comfortable.
Potential losses of change: job security, competence, power, trust in others, social status, purpose/meaning. Our reactions might appear as avoidance, clinging to the old, going through the motions, disbelief, shock, anger, mistakes, sabotage, or carelessness.
The Neutral phase is a confusing in-between state in which people are on their way to the new beginning. No longer in the past, but have not yet reached the new beginning. It’s that ambiguous place in the middle that feels murky and ill defined. We may feel lost.
For some, the neutral phase is so full of confusion that getting through it drains their energies. People are so driven to get out the neutral phase that some rush ahead, while others retreat into the past. Neither of those approaches is advisable because the neutral phase has a purpose.
Though confusing and distressing, it can be a creative place. Time here is not wasted, because this is where the real transformation takes place. The external change can continue forward on something close its own schedule while the internal transition is being attended to; but if the transition isn’t dealt with, the change may collapse.
People can’t do new things that the new situation requires until they come to grips with what is being asked of them. We may feel detached, withdrawn, confused, inattentive, moody, indifferent, maybe creative – with experimentation and participation.
A new beginning can only happen after people have let go of the past and spent some time in the neutral phase. In this phase, people accept the reality of the change and start to identify with their new situation. Some people fail to get through transition because they don’t let go of the old ways and make an ending, others fail because they become frightened and confused by the uncertainty of the neutral phase – and don’t stay in it long enough for it to do its work on them.
The point here is that reactions to change are natural and should be expected.

5. Transitions
SAY:
This graphic is on page 2. A large percentage of people will spend much time in the ending phase.
[Walk through an example of a change together.]

6. The Curve – Marathon Effect
SAY:
Here is another way of looking at this curve, again on page 2 of your handout.
This is a phenomenon that says the higher your level of management or responsibility in the organization, the quicker you move through the transition curve.
ASK:
What might that be?
[Pause for responses…]
If you are in the decision making process of a change or if you are privy to the information about the change prior to the announcement, you are usually very quick to process through the transition.
When the communication eventually happens, you may already be onto the next change in the future. We need to remember that others will not be as quick with their transition.
It’s called the marathon effect.
Are there any runners or bikers in this group?
If so, are you a winner of the race, or are you more in the middle of the pack?
Let’s imagine…that you are running a race. You are a middle of the pack runner. You likely won’t win the race, but you keep at your own pace and finish. During races, the front runners and early finishers may circle back along the route. They’re now no longer running, they’re nice and cool, breathing easy, with their race bib on, and cheerfully rooting for the those still running.
What might be some reactions of that middle of the pack racer, when they see someone who has finished, cheering them on?
This is similar to the senior executive who has initiated a change, who has gone through their own transition process, and they just communicated the change.
When you are in the middle of the race at your own pace, and you hear someone else, who is done, cheer you on – you may have several reactions. You may be very grateful that you have encouragement. Or you may be annoyed that this person is no longer struggling to finish like you, and you want to just keep breathing to finish.
The point is that every person will have a different reaction. A senior executive can’t expect that everyone will be at the new beginning phase at the moment of communicating a change.
We all go through the transition process at our own pace. Knowing this information, though, can assist us in the that process.

7. Minimize The Marathon Effect
Reflect about your organization:
Is the Marathon Effect occurring?
How can you tell?
How can you or the organization minimize the Marathon Effect?
SAY:
Now, think about your change initiative for creating an equitable organization. Write down your thoughts about the Marathon Effect on page 3. Do you think it is occurring? How can you tell? How can you minimize the Marathon Effect?
[Allow 5 minutes of quiet writing.]
Now turn to a person near you and share about the Marathon Effect at your organization.
[Allow 5 minutes paired share.]
ASK:
Who would be willing to share about your organization
[Allow for responses.]
Let’s offer some ideas for minimizing the Marathon Effect. Add these strategies on the bottom of page 3.

8. Recap [Note: this slide is animated.] ASK:
What stands out for you from what we covered today?
[Pause for responses…]
SAY:
This section was to remind us that there is a natural psychological process during times of change. Knowing this can assist us in recognizing ways to support the change initiative.