… in the midst of change

Over the past six weeks, I have experienced much change. My consulting contract ended, resulting in a job layoff. Our family decided that my mother could no longer live alone. I decided to become a leadership development entrepreneur. As I drove 189 miles to help pack my mother’s home of 40-plus years, prepare it for sale, and transition her into my home, I reflected on this process called change. I have effectively navigated change throughout my career. I have served as a change agent for multiple organizations, developing change strategies and facilitating change workshops. I thought I was comfortable with change. However, as I drove north on 95, headed to my mom’s house to say goodbye, I remembered that, despite often leading change initiatives, being in the midst of them is psychologically challenging. While organizational change is a series of steps that many models help leaders manage, it is also a process that requires navigating with understanding and patience. Effectively navigating the change process accelerates the transition from the current state to the new one.

Theory

William Bridges argues that most change models focus on managing specific changes. They prioritize the situation of change. Bridges’ transition model accelerates change by highlighting the psychological impact of change on the workforce. Bridge’s transition model suggests that people navigate three psychological stages before fully adopting change – Ending, Neutral Zone, and New Beginnings. During stage one, Ending, people must release something, such as an identity tied to a role, supportive team members, or a status tied to a specific expertise. Stage two, the neutral zone, is that in-between stage where the old way is gone, but the new way is ambiguous. The Neutral Zone is uncomfortable as people try to understand how to navigate and adapt to what comes next. During this stage of transition, people will return to old habits that offer security or uncover opportunities that will redefine them.

All changes, even the most longed for, have their melancholy; for what we leave behind is part of ourselves; we must die to one life before we can enter into another.

Anatole France, French Writer

Reflection

These past six weeks feel like months. Although I am a seasoned change agent who understands the process, I tend to be impatient. The Bridges Transition stages overlap, so I move into the neutral zone while I continue to learn what I must release. Some days, I chide myself for not practicing old behaviors, and on others, I awake, eager to chart a new path. While we wish change were a straight line, it is not, and in the midst of it, change agents must remember and remind their clients. The bottom line in Figure 1 accurately depicts change activities and how people experience change events. Even though we know what change looks like, we plan as though it is a straight line from start to end. Bridges’ transition model helps leaders plan for what change “really looks like.”

Practice

What does this have to do with leadership? In the midst of change, team members look to their leader for clarity and safety. However, leaders must first understand how they feel about the changes. Once leaders learn what is changing, they immediately begin to structure implementation plans. While leaders will consider how change will impact the workforce, it is usually less of a priority than the implementation itself. However, prioritizing self-awareness and care for the team can accelerate implementation. Acknowledging what team members must release to implement change, the leader provides the team with some clarity, even if the details are lacking. Once the leader and team members identify what needs to be let go, they begin transitioning into the Neutral Zone, where creativity, exploration, and opportunities for growth develop.

Refinement

Multiple scholars and practitioners have developed a graphic to explain Bridges’ Transition Model. I do not attempt to create my own but have adopted Figure 2. It aligns the transition stages with time and morale, representing the psychological transitions at both personal and organizational levels. As I mentioned, I am between the stages of Ending and the Neutral Zone. While I am still learning what I need to let go, I am also reframing my place in this world. Over the past six weeks, my morale has followed a path more closely resembling the actual change path in Figure 1. Where are you on your change journey? Learn how we can support you.

Additional Reading

Bridges, W. (2003). Managing transitions: Making the most of change. (2 nd ed.). Da Capo Press.