In a recent conversation with a colleague at a consulting company where I partner, we discussed change and how limited the processes are for dealing with the period of transition which is between the change and the new beginning.

As we all know “the only constant in the universe is change”. However most of us want things to stay the same or constant and so we resist change.

If we can initiate a mindset of the Transition as an exciting and creative period, our perspective will change, as will the success of innovation and new initiatives.

As a consultant I have worked with many companies who are engaged in acquisition, merger and reorganization. The stages of transition outlined in William Bridges’ book, Managing Transitions, Making the most of Change, introduce some practical mindsets and actions that make change have a positive transition period that will increase the success of the new beginning.

Change is situational, transition is psychological.

The stages of change and transition are: 

1. The intentional ending phase where we stop doing things the old way and recognize that letting go of the old to make room for the new is important.
2. Transitional Neutral Zone where innovations, new processes and enhanced perspectives can occur.
3. New Beginning vs. New Start.

There are three crucial things to remember to allow change to create a positive environment.

1. The change itself is something that is a given. Often people are expected to move forward without having let go of the previous way. I am sure you have seen organizations move forward with a change without taking the time to let go of the old way, or clarifying what will remain the same and what is going away. A good example of this is a company acquisition; change exists for both the company that is bought, as well as for the acquiring company. Discussions about what will be different are important, with the recognition that some of the old processes will disappear. Often change is only couched as a positive without the recognition that letting go of what has been the norm is a process that is necessary to bring forward new positive behaviors.
2. The second stage, which can be the most neglected, is what Bridges calls the Transitional or the Neutral Stage during which the adjustment to the new takes place. It is important that the recognition of this essential stage be given time and priority for adjustments to take place. This can be a time of innovation and the development of new perspectives that will enable a successful new beginning.
3. The third stage is the New Beginning which is greater than just a new start. The new beginning includes new perspectives and new practical tools that will be used to leverage the change. This follows the opportunity to realistically let go of the old processes and use the transition period for discovery and for innovation that may not have taken place otherwise.

Change management is a skill; however, the how-to for that skill can be learned and implemented if it is given time and priority. Giving an organization the opportunity to recognize the three stages of managing change, and to enable the transition throughout, is an essential first step in creating new reference points for new behavior.

Do you have a question, challenge, or success you would like to share? Please be sure to leave a comment. I would enjoy hearing from you! – Patricia

Stage I:  The Change: The Event

Often organizational announcements are made without any plan for moving through the process of letting go of the old processes and bringing in the new. Meetings with those who work together are essential during this time so that new methodologies can be created. Often these meetings are about rumors and fears without much planning involved. It is important that the leadership take time to make the necessary announcements about what will change, and what will stay the same, so that some of the fear can be acknowledged and addressed. Naturally the change will negatively affect some, so following through with these people when the changes take place is extremely important. Often at the beginning, and toward the middle of the change process, uncertainty does not abate because of the lack of communication. If a process for letting go and clarity about moving forward is intentionally directed, it can make a huge difference.

A clear example is an acquisition whereby a much larger company buys a smaller one and begins the process of melding the staffs, letting some go, shifting leadership and creating a new organizational model. This process takes time, but often the lack of communication and development begins as soon as the change has been made, resulting in confusion and an environment of fear. The need for clearly defining what will be let go and what will remain is very important to convey to employees at the beginning, but is typically not done. The processes for changing roles and behavior cannot begin until this is communicated.

Stage II: The Transition Period

As the change moves forward, the Transition or neutral period is the most important focus for successful change and is often neglected. There is a period of less activity and focus toward goals as the organization adjusts. The good news is that by giving permission to your team(s) to look for new ways of doing things and relating, leadership peers can take more time to create new initiatives for achieving results.

Intentional communication is necessary so that the adjustment period (Stage II) is an accepted change mechanism. During this period, as people adjust, it is important to have intentional conversations in order to create greater opportunity for innovation.

Stage III.  The New Beginning

The new beginning is more than just a new start because it requires that new processes and relationships are put in place and brought about through intentional communication.

This stage can only begin in full when the first two stages have been successfully implemented. At this point not every problem or issue will be resolved, but it does mean that the change is moving forward and requiring new behaviors for everyone.

Because of the continued, intentional communication and devotion to adjusting and creating new processes, new relationships are formed, geared toward implementing the new behaviors required to create new results.

If you are moving through the changes described, consider planning specific meetings with teams in the organization to clearly define what needs letting go, what adjustments are needed to move forward, and what new behaviors are needed, replacing the old. Leadership can only implement new processes successfully when everyone is engaged in the change, and given the chance to let go, adjust and create a new beginning.

Do you have a question, challenge, or success you would like to share? Please be sure to leave a comment. I would enjoy hearing from you! – Patricia