MANAGING TRANSITIONS: Surviving and Thriving Through Change Prepared by Ray Patchett Patchett &...

MANAGING TRANSITIONS:Surviving and Thriving Through Change

Prepared by Ray PatchettPatchett & AssociatesBased on the work of William Bridges

September 19, 2014

Managing Transitions: Surviving and Thriving Through Change Introduction/Overview/Key

Concepts Endings/Letting Go The Neutral Zone/Adjusting New Beginnings/Clarifying and

Following Through Conclusions and Implications

Introduction/Overview Context/Change Is Scary Change and Transition are Different Bill Bridge’s Transition Model Transitions: A Three Phase Process

Change Is SCARY! Many change

efforts are a failure

Change efforts are expensive

Change efforts are risky

Many change efforts succeed

It’s the UNKNOWN

Share your story about managing

CHANGE

How Do You Feel When Managing Change?

Change & Transition Are DifferentC H A N G E I S S I T U AT I O N A L

Reorganization of a team/organization

Retirement of the leader

Pension plan revisions

Layoffs

Budget cuts or funding

Moving to a new facility

T R A N S I T I O N I S P S Y C H O L O G I C A L

A three-phase process to help people understand and successfully manage change:

1. Ending, Letting Go2. The Neutral Zone3. The New Beginning

“It isn’t the changes that do you in, it’s the transitions.”

Bridge’s Transition Model

2. Neutral Zone

3. New Beginni

1. Ending, Letting

Managing Transitions:Helping People through the Three Phase Process

Group ExercisePlease identify and share a story where you experienced:EndingNeutral ZoneNew Beginning

Identify a “keychange” topic

Individually

Endings/Letting Go Overview Defining/Clarifying Endings Guidelines to Help People Let Go Grieving's Five Stages Checklist to Manage Endings What I Can Do to Help

Defining and Clarifying Ending and Letting Go

A concluding or terminating--when something comes to an end

Cycle is complete Project is finished To conclude, consummate,

finish, wind up or wrap up.

Endings/Letting Go Small Group Exercise

1. Identify what is ending or came to an end?

2. What did you have to give up or let go?

3. Did you or someone else initiate it?

4. How did you feel? Who else was affected?

5. How effectively did you hand the letting go phase?

Individually identify an “ending” you have experienced—work or personal– and answer the five questions:

When everyone has answered individually, share in the small/full group

Guidelines To Help People Let Go Listen empathetically—Don’t

argue: Accept the reality of what is being

said Don’t show surprise by

overreacting Treat what is being said with

respect Give people support,

encouragement : Do It Again and Again

Follow up after you meet or talk with them: Email, phone call, etc.

Guidelines To Help People Let Go Acknowledge the losses openly and

sympathetically Compensate for the losses or endings:

Help them through the process Mark the endings:

Celebrations, events, parties, etc. Show how endings are a natural process

no matter how difficult they may be to accept

Grieving: A Key Step In Letting Go

1. Denial2. Anger3. Bargaining4. Depression5. Acceptance

Recognize the stages of Grieving(Elizabeth Kubler Ross, 1969)

Managing Endings: A ChecklistHave I:

1. Identified who is likely to lose what?

2. Provided people with accurate information?

3. Assessed the realities of the losses people will experience?

4. Recognized these losses with them?

5. Provided space for people to grieve?

6. Found ways to help people through the process?

7. Identified ways to mark the ending?

What suggestions can I/we make and what actions can I/we take to help people deal with the endings that are taking place?

__________________________________________________________________________

The Neutral Zone Overview Defining and Clarifying the Neutral

Zone Dangers Confusion Creative/Innovative Time Checklist to Manage the Neutral Zone What Can I Do to Help

A nowhere between two somewheres

You hang suspended between what was and what will be

An in between time when the old is gone, but the new isn’t fully operational

A very difficult time – everything is in FLUX

Defining And Clarifying The Neutral Zone

Neutral Zone Small Group Exercise1. Identify what will be occurring

2. Clarify where/how uncertainty and confusion will most likely take place

3. Determine where there are likely opportunities for innovation and creativity to occur

Understanding Dangers In The Neutral Zone

People’s anxiety rises and their motivation falls

People feel disoriented and self-doubting

Energy is drained from work into coping tactics

Old weaknesses, previously patched over, reemerge

Problems with communication and trust in leadership at all levels

Understanding Dangers In The Neutral Zone

People are overloaded, frequently get mixed-signals and systems are in flux

Priorities get confused, information is miscommunicated and tasks go undone

Given the ambiguities it is easy for people to become polarized/disinterested in their work

Teamwork is undermined, as is loyalty to the organization or previous leadership

Worn down and tired, people often respond slowly and half-heartedly

Uncertainty Confusion Ambiguity

The Neutral Zone Is Characterized By:

It is also a time for Innovation & Creativity

A time more hospitable to new ideas

Capitalize by encouraging people to be creative

Do things differently Encourage

experimentation

Managing The Neutral Zone: A ChecklistHave I:

1. Done my best to explain that the neutral zone is an uncomfortable time?

2. Protected people adequately from inessential further changes?

3. Created temporary policies, roles, reporting relationships, and organizational groupings to get us through the neutral zone?

4. Set short-range goals, realistic output objectives and checkpoints?

Managing The Neutral Zone: A Checklist

5. Found ways to keep people feeling that they still belong to the organization and are a valued member of it?

6. Set up a Transition Monitoring Team?

7. Seen to it that people build their skills in creative thinking and innovation?

8. Found the special training programs we need to deal successfully with the neutral zone?

What suggestions can I/we make and what actions can I/we take to help people deal with the neutral zone?

__________________________________________________________________________

New Beginnings Overview Defining and clarifying

new beginnings A psychological

phenomenon Get your house in

order Checklists for new

beginnings What can I do to help

Defining And Clarifying New Beginnings The act or process of bringing or being

brought into existence The initial step in doing something New Beginnings involve:

New understandingsNew valuesNew AttitudesNew identities

Beginnings take place when people make an emotional commitment to do things the new way

Defining And Clarifying New Beginnings

People discover the new sense of purpose and identity that make the change begin to work

Experience a release of new energy in the new direction

A psychological phenomena

Cultivate New Beginnings: Get Your House In Order

Clarify your basic purpose Paint a picture/vision Provide clear strategic direction Lay out a step-by-step plan Engage people so they have an active

part to play in the New Beginning

Managing The New Beginning: A Checklist Have I:1. Accepted the fact that people are

going to be ambivalent toward the beginning I am trying to bring about?

2. Taken care of the ending(s) and the neutral zone, or am I trying to make a new beginning happen before it possibly can?

3. Explained the Purpose, Picture, Plan and the Part people will play?

Managing The New Beginning: A Checklist

4. Checked to see that policies, procedures, and priorities are consistent with the new beginning?

5. Built into my plans some occasions for quick successes?

6. Found ways to celebrate the new beginning?

7. Found ways to symbolize the new identity—organizational and personal—that is emerging from this period of transition?

What suggestions can I/we make and what actions can I/we take to support the new beginning?

__________________________________________________________________________

Conclusion And Implications Three major issues

Communication Trust Accountability

Actions within your power to take

Transition Management as a Skill

Reflections/Observations

Actions Within Your Power To Take: Communication Overcommunicate Actively listen to people Ask questions for clarification and

to develop shared understanding Ask for feedback Don’t be surprised if your trust-

building is viewed suspiciously

Actions Within Your Power To Take: Trust DWYSYWD Try extending trust of others a

little further than you normally would

Don’t confuse being “trustworthy” with “being a buddy”

Be Your authentic self Don’t try to push others to trust

you any further than you trust them

Actions Within Your Power To Take: Accountability Choose to be responsible Initiate action Keep commitments Understand what matters to

people Tell the truth

Transition Management Is A Key Leadership Skill For Dealing With

Change Use the concept of Ending, Neutral

Zone and New Beginning as a framework to make managing transitions understandable.

Leaders are in a constant state of transition and have to know how to manage themselves, their teams and organizations through the transition process.

What needs clarification/discussion?

What takeaways or highlights stuck in your mind?

What is most relevant to your situation?

Reflections & Observations

Wisdom Source & Experience

MANAGING TRANSITIONS: Surviving and Thriving Through Change Prepared by Ray Patchett Patchett &...

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