Transition - And the Process of Change

In a previous post, we discussed change and transition in general terms. Today, I want to look more closely at William Bridges’ transition model.[1] His premise is that in order to bring about change in any organization effectively, a transitional process is essential. While change itself is the desired outcome, transition speaks to the emotional and psychological pieces of a process. He has captured this process in three major phases, flowing from left to right in the figure. In Bridges model, all three phases are at play from the beginning to the end of the transition process. He depicts a strategy that is aimed at a gradual increase of the new reality and a decrease of the old in an atmosphere which informs and respects them both.  

Bridges’ model is for times when change is planned and transition can be built-in. A couple is preparing for the arrival of a baby. A company decides to launch a new product. A church plans to start a new ministry. The list is endless.

With intentional change, transition can begin as early as the planning stage. In planning transition, some control over the process of change can be retained.

To launch a new program by suddenly springing it on the church, will generate a great deal of negative reaction and resentment. At every point in Bridges’ model, all three elements are present and active. The difference is in degree as one moves forward.

1.   In the beginning, the sense of loss is the most acute, when the process of Ending begins.

·         The ending of a program, a ministry, or an ineffective branding is announced,

·         At the same time a new beginning is introduced.

·         The wilderness (answering the question, “What is going to happen now?”) has been set in motion.

2.      In the neutral zone, several things happen:

·         An opportunity is given to mourn the ending.

·         The new beginning is fully described and the reasons for its need are itemized.

·         The past is praised and reasons for its replacement are given.

·         Verbal and written information is disseminated.

·         Questions are asked and answered, and concerns responded to.

·         Time to adjust and prepare for the new beginning is given.

3.      After the Neutral Zone has been successfully navigated a new Beginning occurs.

·         The Ending is moving into the past,

·         There are still questions, and a bit of wilderness still to transverse, but it has abated considerably.

·         The Beginning is more likely to be embraced and take its place in the ministry of the church.

If we use transition to bring about change, there will still be those who oppose it. However, that number will be minimized, and a large majority of those involved will embrace it.

How have you used a transition process to introduce change?

What worked for you?

Do you have any horror stories?

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[1] Bridges, William, Managing Transitions: Making the Most of Change. Da Capo Press, 2003.