Managing Transitions

About the Author

William Bridges was an American author, speaker, and organizational consultant who specialized in change management and transitions. He developed the Bridges Transition Model, which is widely regarded as a crucial tool for understanding the human side of organizational change. Bridges earned a Ph.D. in American Civilization from Columbia University, and after spending several years as a university professor, he transitioned into a career in consulting. His work has had a profound impact on leaders and organizations around the world, helping them to navigate the complexities of change. Alongside his wife, Susan Bridges, he co-founded William Bridges Associates, a consulting firm focused on supporting organizations through transitions. William Bridges’ legacy lives on through his influential work and the continued application of his Transition Model in various industries.

Main Idea

Managing Transitions by William and Susan Bridges is a seminal work that explores the psychological and emotional processes involved in organizational change. The authors argue that while change is inevitable and external, the real challenge lies in managing the internal transitions that individuals and organizations must go through. The book provides a step-by-step guide to understanding and navigating these transitions, emphasizing the importance of empathy, communication, and strategic planning. The Bridges Transition Model is the cornerstone of this approach, offering a framework for guiding people through the phases of Ending, the Neutral Zone, and New Beginnings.

Table of Contents

• Understanding Change vs. Transition
• The Importance of Managing Transition
• The Stages of Organizational Life Cycle
• How to Effectively Manage Transition
• Phase 1: Strategies to Manage Closing
• Phase 2: Strategies to Manage the Bridge
• Phase 3: Strategies to Manage Emerging
• Managing Ongoing Change
• Building Change-Resilient Teams

Understanding Change vs. Transition

William and Susan Bridges make a critical distinction between change and transition. Change is external; it happens to us and around us. For example, a company restructuring, a new product launch, or a merger are all changes that occur in the external environment. Transition, on the other hand, is the internal psychological process by which people come to terms with these changes. This process involves a series of emotional and mental adjustments that individuals must make to adapt to a new reality.

The authors highlight that while change is often neutral or even positive, the transition can be challenging and complex. The reason for this complexity lies in human nature: people tend to resist change because it disrupts their sense of stability and control. Therefore, organizational leaders must focus not only on implementing changes but also on managing the transitions that accompany these changes.

As Bridges puts it,

"It isn't the changes that do you in, it's the transitions. Change is situational: the move to a new site, the retirement of the founder, the reorganization of the roles on the team. Transition, on the other hand, is psychological. It is not those events, but rather the inner reorientation and self-redefinition that you have to go through in order to incorporate any of those changes into your life."