Change. William Bridges. Examples of Change. Examples of Change. Bridge s Transitions Framework. Managing Transitions: Making the Most of Change

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1 Bridge s Transitions Framework William Bridges is an expert in personal and organizational change. His Transition Framework distinguishes between change as a shift in the environment and Transition as the internal process people go as they come to terms with that change. Individuals and organizations that pay attention to this difference are more likely to enact change that is both effective and lasting. William Bridges Managing Transitions: Making the Most of Change Doubleday Books, 1988 The Way of Transition: Embracing Life's Most Difficult Moments Perseus Publishing, Change We ve all gone through changes in our lives. We switch schools, move to a new place, start a new friendship, end a relationship. These are all changes. Change is Situational and EXTERNAL to us. Something stops. Something starts. Examples of Change Birth of a child New job or loss of job Relocation to new house or community Illness, Trauma Retirement Natural disaster Death of a friend, relative, or pet Change is quick. Examples of Change New School Anything unexpected or unplanned Relocation to new house or community Illness Poor weather or natural disaster Death of a friend, relative, or pet It happens in a moment on a day. You can mark a change on a calendar. 1

2 Transition is different Transition is the INTERNAL, emotional or psychological process of coming to terms with the effects of change. It s what happens inside of us as we adapt to the change. It is triggered by the change. We All View Change Differently Depending on our point of view and past life experiences, Change can be positive, neutral, or negative Pace of Change Average Life Span 40 Years 80 Years Once every 2-3 generations Frequency of major technological change Constant and Continuous Source: 2000, Scholtes, The Leader s Handbook Going through this journey isn t easy. A big part of transition is dealing with the emotions that you feel after a change happens. Elisabeth Kubler-Ross On Death and Dying The stages Kubler-Ross identified are: Denial (this isn't happening to me!) Anger (why is this happening to me?) Bargaining (I promise I'll be a better person if...) Depression (I don't care anymore) Transitions can be painful and hard and take a LONG time to get through Acceptance (I'm ready for whatever comes) Many people believe that these stages of grief are also experienced by others when they have lost a loved one. 2

3 William Bridges Three Stages of Transition TRANSITIONS FRAMEWORK Neutral Zone In-Between Time Endings Wilderness Loss Chaos/Anxiety Creativity Letting go Conflict Getting closure Saying good-bye New Beginnings Being with it The new chapter Renewal ENDINGS NEUTRAL ZONE NEW BEGINNINGS *William Bridges and Associates' Transitions: Making Sense of Life's Changes EXPANDED TRANSITION FRAMEWORK Five-Stages Another Way to See the Five Stages of Transition DENIAL/ CONTEMPLATION: It s not a problem or What will happen if I do this? ENDINGS (LETTING GO): What am I losing? What do I need to let go of in order to move towards the future? NEUTRAL ZONE NEW BEGINNINGS (WILDERNESS): (BREAKTHROUGH): A no-place between two some-places. An anxious yet creative place. You may feel stuck with no way to find your way out. How will this work? You feel like the change is complete. You can move on. REMINISCING: You and others can remember and look back without feeling strong emotions. Remember when *Adapted from William Bridges and Associates' Transitions: Making Sense of Life's Changes Pay Attention to Endings Common Emotions During Endings If we do not give proper attention to our endings, they often appear as symptoms in some other part of our life. Minimizing, denying, avoiding or ignoring endings is not an effective or healthy strategy for managing change. Surprise Shock Denial Numbness Anger Stress Resentment Sadness Fear Worry Confusion Low Energy Agitation Loss Relief 3

4 Neutral Zone The Neutral Zone is that time when the old way is gone, but the new way doesn t feel right either. Nothing seems to make sense. It can feel confusing and lonely. Since everything feels like it s up for grabs, this can also be a time to try new things new hobbies, sports, relationships, behaviors. This is a time to explore. Common Emotions During the Neutral Zone Confusion Chaos Blaming Nostalgia Anger Worry Resentment Loss Depression Fear Physical Symptoms illness Conflict Anxiety In-Between-Trapeze Bars It s not so much that we re afraid of change or so in love with the old ways, but it s that place in between that we fear It s like being in between trapezes. It s Linus when his blanket is in the dryer. There s nothing to hold on to. --Marilyn Ferguson Resistance It s the transition, not the change that people often resist. Loss of their identity and their world Disorientation of the in-between-time Risk of failing in a new beginning New Beginning After doing the tough work of letting go of some of the old way and going through the confusing/creative time of the Neutral Zone, the new way starts to feel right. You ve made a New Beginning. You feel comfortable in your skin and things start to make sense again until you go through your next Transition. 4

5 Common Emotions/Signs During New Beginnings Acceptance Ease Inner Peace Integration of Old & New Smiles and Laughter Team Spirit Renewed Energy Understanding Low Stress Change Game Rules of the game: 1. Each person begins with their own rope circle. 2. When the leader says change, you must move to a different circle. 3. After each change, you must have both feet inside a circle. Marathon Effect Everyone moves through transition at differing speeds Our emotional experience of the race does not match up with others, which can lead to scapegoating, blaming, and misunderstanding Resonance Resonance is the private meaning that a change will elicit, based on similar experiences in the past. Everyone goes through transitions at different speeds. The same change can affect each of us differently based on who we are and what experiences we ve had. Resonance can get in our way when we are dealing with a current change. We are all unique in how our own personal resonance affects us. 5

6 Change Circumstances outside us Stages of Transition (Review) Transition Reorientation inside us Resonance Private meaning triggered in us Endings Loss Letting go Getting closure Saying goodbye Neutral Zone In-Between Time Chaos/Anxiety Creativity Conflict Beginnings Being with it The new chapter Renewal To Manage Endings To Manage Endings 1. People understand what is finished and what is not. 2. People feel that their losses are seen and acknowledged. 3. We ve removed excuses to hold on to the past. 4. We ve used boundary actions or events to mark a clean break. 5. People understand and accept our grieving. 6. We ve sold the problem without denigrating the past. 7. People are getting all the information they need. 8. People have been given a piece of the past. 9. We ve looked for ways to soften the impact and protect people s interests. 10. We ve used ceremony, ritual, or symbolic events to gain closure. 6

7 Transitions Review What is the difference between Change Management and Transitions Management? Successful Change Requires: A Defined Change that stakeholders share for a desired future. An Operational Plan that dictates the mechanical steps to get there. AND A Transition Plan to help the people affected come to terms with the change Strategic Planning--WHAT Needs to Change The Missing Piece Transition Management WHY people passionately care about the change Operational Planning-- HOW To Make it Happen Change Management vs. Transition Management STEP 1 Where Are You? Most organizations do well developing strategic and operational plans for change. What they fail to understand and develop is a transition management plan to help their staff/employees cope with the change they have created. Without this parallel process, even the best designed change runs the risk of being ineffective, failing, slowed by resistance, and/or outright sabotage. Identifying Where You (or your organization/team) Are in the Transition Process 7

8 Where Are People In The Transition Process? How Do You Know Where? Verbal and Non-Verbal Clues: 1. Signs 2. Words 3. Losses WORDS Listen to What People Are Saying: The stage of transition can be identified by listening to the words and phrases people use. Don t get distracted by the content watch the body language and the hidden messages being conveyed. Don t miss the music that runs through what is being said. The situation can be very complicated because different parts of your organization may be in different phases of transition at the same time the marathon effect. STEP 2--LOSSES The most important question to ask at every stage of transition is: Who Stands to Lose What? Before you can begin to Manage or Lead people through Transition you need to understand what is at stake. Secondary Changes Imagine the change you are/have created as pool balls rolling on a table. As your ball begins to collide with the others, what are some of the secondary changes that your change will cause? Think of the people who s familiar way of being and doing will be affected. Who will need to let go of something? 8

9 STEP 3 Managing Endings KEY THEMES: 1. Acknowledgement 2. Sell the Problem 3. Provide Information 4. Soften or Replace Losses 5. Ceremonies or Symbolic Events Acknowledgement People recover faster when everything is out on the table, even when it is difficult to discuss. Unacknowledged loss FESTERS and refuses to heal. Leaders are often scared to call attention to obvious losses for fear of making things worse. Such leaders do NOT understand and accept grieving as natural and necessary. Sell the Problem Have you built the case for change? It is important to sell the problem before you try to sell the solution. Don t make people feel bad about their participation/loyalty to the old way of doing things. Sell the problem but DO NOT denigrate the past. Illustrate the consequences of doing nothing. Provide Information People who are losing something CRAVE information. You can t give them too much! During Transition, people don t assimilate information well so they need to hear it again and again and again. Use different channels and styles. Vary the medium and use the 6X rule: After 3-4 times people pay attention After 6 times people take it seriously Until it is heard coming directly from the mouth of the president/boss, it is not taken seriously. Soften or Replace Losses How can we soften the changes impact on people and protect their interests? How can we help clients/staff replace, redefine, or reinvent a loss? Be sensitive to the small issues. Sometimes people miss the small aspects of what was lost more that the larger important aspects. 9

10 Ceremonies & Symbolic Events In our personal lives, we gain closure on chapters in our lives through rituals like: bar/bat mitzvah's or confirmation, funerals and wakes, burning old love letters, reading over old diaries or viewing family photo albums In organizational life, what similar symbolic actions can we take to mark the ending? STEP 4 Managing the Neutral Zone Re-establish the four things endings destroy. (Endings also cause tears in the fabric of our important relationships) C.U.S.P. Control Understanding Support Purpose Psychological In-Between-Time Neutral Zone is nowhere between two someplaces It isn t the old way anymore, but it isn t the new way yet either Old procedures and systems and the old expectations and priorities are no longer valid, but the new ones haven t taken shape yet Three Essential Activities During the Neutral Zone: Communication Temporary Solutions Enhancing Creativity Communication Accomplish the 2 C s Communication that maintains Connection Communication that shows Concern People are feeling lost and confused and leaders need to keep communicating not just to pass on information, but to assure them the organization cares. People get stuck and angry when they feel isolated. Communication Design your Communications to Communicate the 4 P s: Explain the Purpose Show/co-create the Picture Lay out the Plan Allocate the Part 10

11 Purpose, Picture, Plan, Part These four things help keep people moving forward and combat the feelings of anxiety and discouragement that people naturally feel. They describe clearly the journey people are on. It helps people imagine Where they are going, Why, How, and the Part they will play. TRANSITIONS MANAGMENT Key Goals: Increase Creativity Decrease Feelings of Anxiety and Chaos Encouraging Creativity 1. Encourage experimentation and risk taking. 2. Enhance trust. 3. Study the organization s situations or events for clues. 4. Expose people to diverse perspectives, industries, and disciplines. 5. Provide settings that teach, encourage, and reward creative techniques and processes. STEP 5--Ensuring A Successful New Beginning Focus your early efforts on achieving a few quick successes, and use them to build your confidence in further steps. Chunk the work. Be certain you know how you have to be different now, both internally and behaviorally. Articulate your new identity and communicate it to others. Find ways to symbolize and celebrate it. Celebrate the early successes. Build in Time Out s Start vs. Beginning Constant Change is exhausting. Don t layer on too many changes all at once pace yourself and the organization. Remember to choose changes that are: Big enough to matter but small enough to work STARTS: New situation New systems New titles Need to be designed Result from decisions Take place on schedule BEGINNINGS: Psychological happening New understanding New values New attitudes New identity Result from process Follow internal clock of the heart and spirit 11

12 Seven Principles of Transition Management 1. You have to end before you begin. 2. Between the ending and the beginning, there is a hiatus. 3. That hiatus can be creative. 3. Transition is developmental. 5. Transition is also a source of renewal. 6. People, groups, and communities go through transition at different speeds. 7. Communities may run a transition deficit. What We Can Do to Support People Through the Endings Identify what the person is losing. Accept the reality and importance of the individual s perceived loss. It may not seem such a big deal to you but to that person it is. Don t be surprised by overreaction. Acknowledge the losses openly and sympathetically. Expect and accept the signs of grieving. You will likely see anger, bargaining, anxiety, sadness disorientation and depression. Help them to see what will compensate for the loss. If they can begin to experience their needs can be met from the new behavior, it will be easier for them to give the old way up. Give the individual information about the new behavior, their progress and why it will be beneficial over and over again. Help define what needs to end and what does not. 12