52 FMI JOURNAL VOLUME 17, NO. 3

Picture this. Grim-faced executivesseated around a mahogany table. Thenews is not good. The multi million-

dollar project hit another major snag. Inaddition to cost overruns, one of thedepartments is threatening to mutiny. “Weare not moving,” they protested!

Absurd! It did not make sense. The old,rundown building would be demolishedand a new state-of-the-art facility erected inits place. The CEO turned to me, the onlyoutsider present, and demanded to know,“Why is everyone so upset?”

I chose my words carefully. “First of all, Iam not the expert here. You are. You allknow more about this company than I do.However, my area of expertise is TransitionManagement. So I can help you to under-stand what is going on and strategize tomake this change more effectively.”

I have witnessed this type of conversationin many different boardrooms across thecountry as management wrestles withimplementing change. Often difficultiesstem from one common problem: notunderstanding the difference betweenChange Management and Transition Man-agement. Many people treat these topicssynonymously. They are not.

Here is the difference. “Change is theevent and transition is the process ” (W.Bridges) Change Management concernsitself with the physical aspects of change-what needs to be done, when and bywhom. Transition Management, on theother hand, is about people and how theyare affected by the change. Transitions mustbe managed carefully to enable people to letgo and reorient themselves so that thechange can work.

In my experience, most leaders seem tounderstand Change Management, but theyhave not done very well at managing transi-tions. There can be many reasons for this,

but the most common is simply that thedetails clamour for attention.

Let me illustrate, I was contracted toassist management with the transitionsissues of moving into a new facility. Afterfour days of management training, I metwith division managers to help them devel-op a transition management plan for theirdepartments. We began with a reminder ofthe difference between Change Manage-ment and Transition Management. Then,we agreed that we would focus on Transi-tion Management. After only 5 minutes ofdiscussion, information came to light aboutstructural problems with the facility. Imme-diately, the managers pounced on the prob-lem, asking probing questions about thecauses and offered possible solutions toresolve the issue. As the discussion contin-ued, I asked a parenthetical question, “Justcurious, is this discussion about ChangeManagement or Transition Management?”

One of the managers turned red andsounded a bit like Brittany Spears. “Ooops,we did it again.”

This is usually how Transition Manage-ment gets squeezed out of the picture. It isnot intentional; it is simply that the devil isin the details. Naturally, management focus-es on the issues that seem most pressing.Later, when it comes time for the changesto occur, leaders encounter surprising diffi-culties: dependable employees resist makingthe prescribed changes, confusion and con-flicts erupt in the workplace, costs escalateand increased sick leave, to name a few.Unfortunately, many leaders assume that ifthey plan the change carefully enough, thetransition will follow automatically.

Managing transitions can be frustratingfor leaders because the process is not linearor sequential (like Change Management).Transition Management requires a multi-faceted, simultaneous approach. In other

words, there are a variety of ways to supportpeople throughout the change process.Some managers feel their job is done if theyprovide Stress Management assistance. Myanswer would be —- it is a good start.

This is probably sounding all too familiarfor managers entrusted with implementingchange. After identifying some of the trapsand pitfalls of the change process, it begsthe question: What can managers do toimplement changes more successfully?There is not one easy answer. Let me sug-gest six topic areas that will help managershead in the right direction. The list is notexhaustive, but indicates the kind of needspeople have that go through change.• Leadership• Engagement• Trust and betrayal• Coping with Anger• Transition Management• Communication

LeadershipSuccessful transitions begin and end with

effective managers. Employees consistentlytell me that the number one factor inemployee morale relates to how managerstreat employees. In fact, when exiting

Managing Transitions: MakingChange Work

Dr. Mark DeVolder

On February 28th, 2006 as part of the Vancouver Chapter’s PD day Dr. Mark DeVolder workedwith the group on Managing Transitions – Making Change Work. The following is a summaryof the presentation.

Dr. Mark DeVolderDr. Mark DeVolder is the president of Synergy SenseConsulting, a management consulting firm widelyrecognized for expertise in helping North Americanmanagers and employees deal with new business real-ities. These include managing around differences inculture and beliefs, dealing with sensitive issues suchas discrimination and harassment, guiding groupsthrough conflict resolution and in mediating negoti-ated solutions.

The Federal Government lists Mark officially as arecommended mediator on the National MasterStanding Offer. His success rate typically runs in the93% range, which says a lot about his ability to ana-lyze difficult situations and bring about positivechange amongst diverse groups of people.

For more information, visit Mark’s website atwww.bettertogether.ca. Contact information: 250-503-3199 or info@bettertogether.ca

employees are asked why they are leaving,most identify the issue as, “not being treat-ed with respect by their manager.”

Leadership is particularly challenging intimes of change. If there is an atmosphereof trust, transitions happen more smoothly.Leaders earn employees’ trust in a variety ofways: through a clearly stated vision, trans-parent integrity, treating people withrespect and intentional communicationthat informs and welcomes input, to namea few.

EngagementFor a change to be successful, employees

need to be engaged, i.e. committed. Peoplewho are fully engaged give 100 %. Butengagement does not happen naturally. Sohow do managers help people becomeengaged? Like Transition Management,more than one thing is required.

ClarityThe first rule of engagement is clarity. (D.

Kinlaw) People need information- clear

information about the change. They needanswers to all their questions- who, what,when, where, why and how? Clarity allayspeople’s fears and helps them feel morecommitted. Ambiguity, withheld informa-tion and double speak has the oppositeeffect.

CompetenceCompetence is the second rule of engage-

ment. People who are good at what they do,feel more committed. This does not meanthat employees do not like to be challenged,they do! But if a task is overwhelming, itfrightens people and makes them feel lesscommitted. This is a barrier for peoplegoing through transitions because thechange may feel overwhelming. Managersneed to help employees make “skill links”from the old to the new. Even thoughemployees may be required to try some-thing new, they will be more committed ifthey are able to use their strengths in thenew change.

InfluenceThe rule of employee influence is proba-

bly the most difficult for managers. How-ever, in my opinion, it is the most impor-tant. Stated simply, people want to haveinfluence. In order to be engaged, employ-ees must have influence. We all know byexperience, that people are more commit-ted to an idea if it is their own. Conversely,no one likes to be forced to comply. Man-agers who take this rule seriously ask foremployees’ input and look for ways toimplement the majority of them. Not onlywill managers get great ideas from theexperts (the ones doing the jobs) but whenemployees see that they have influence, theywill be more committed to the change. It isa win - win.

AppreciationThe rule of appreciation is the most sim-

ple and inexpensive to implement. Peoplewant to be appreciated for the good workthey are doing. When managers notice andexpress thanks for a job well done, employ-

SPRING/SUMMER 2006 FMI JOURNAL 53

MANAGING TRANSITIONS

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54 FMI JOURNAL VOLUME 17, NO. 3

ees feel more committed to their work. Andby far the best way of showing appreciationis face to face. Keep it simple. “I noticed theextra effort you put in this week. Thanks!”In addition, appreciation must be genuine.One CEO sent an email to an employee,Bob, expressing his thanks. Later that day,when the CEO stood next to Bob on theelevator, the boss did not even acknowledgehis presence. Needless to say, Bob did notfeel appreciated and his level of motivationdropped immediately.

Trust and BetrayalIn a recent Internet survey conducted by

Pittsburgh based Development DimensionsInternational and the CRM Group, surferswere asked, “Have you ever wished youcould fire your boss? If yes, why?” Nearlyone third, 32 %, said a lack of trust and/orintegrity. Building and keeping trust isessential if a change is to work.

Leaders have many opportunities tobuild trust with employees. Most of theseopportunities are directly linked to actions.Dennis Reina defines trust like this:

“Behaving in a way that respects others’needs and feelings while practicing open,honest communication.” Notice two words:behaving and communication. Trust is builtthrough respectful behaviour and honestcommunication. More on that later.

Conversely, if respectful behaviour andhonest communication are not practiced,people feel betrayed. Betrayal is a strongword, but it captures how people feel. Andif feelings of betrayal are present, thechange process will be severely hampered.

Managers must also recognize that not allbetrayal is created equally. Some negativeactions affect the entire organization andothers impact individuals. This is catego-rized as major and minor betrayal. Withinthis continuum, we also recognize thatsome actions are intentional and others areunintentional. Leaders who address feelingsof betrayal, whether real or perceived, canrebuild trust with employees. However,healing from betrayal is more difficult if thebehaviour was intentional.

Coping with AngerIf employees feel betrayed during the

change process, managers will be dealing

with anger in the workplace. Two things areimportant for managers to remember.Manager yourself first and then assist othersto manage their anger. It is vital that angerbe controlled because unbridled anger canhave devastating consequences.

When managers recognize their own trig-gers and defensive reactions to an angryemployee, it ensures that there is only oneangry person to deal with rather than two.

Managers can assist others to managetheir anger by learning techniques to defuseanger. In addition, it is helpful to recognizewhen an employee’s anger reaches the crisisphase. If this happens, time and space areneeded. In the crisis phase, adrenalin ispumped into the blood system, making itnearly impossible to make rationale judge-ments. In fact, it takes a full 90 minutes forreasoning to return to normal. All the morereason to manage anger.

Transition ManagementIn order to successfully navigate through

transitions, organizations and individualsgo through three stages: “1) letting go of

the old way, 2) making the most of the timeof re-patterning in the neutral zone, 3) andmaking a real, new beginning ” (W.Bridges). The problem that many peopleencounter with transitions, though, is get-ting stuck in stage one or two. Each stagehas work that must be completed beforeprogressing on to the next stage.

In Stage One, the tasks are acceptance andletting go. Many people have difficulty withacceptance. At a visceral level, to accept thechange feels like they believe in the changeor condone it. Rather, acceptance meansthat people acknowledge the change hashappened or will happen. In this way, theybecome prepared to let go of the old way.

The tasks of Stage Two are waitingpatently and learning. Patience is requiredbecause Stage Two will last longer thaneveryone expects. Problems arise; deadlinesare missed. During this time, everyonecommits himself or herself to learn as muchas they can.

In Stage Three, people must let go againand take a leap of faith. Even though, theprevious stage took longer than anticipated,it was still temporary. But people have got-ten use to being there and still fear the

unknown future. In order to enter into thenew beginning, people must let of StageTwo and take a leap of faith.

CommunicationPeople going through the change process

need information and this information restsin the hands of leaders. But leaders cannotbe stingy; they must freely communicate atall levels. Communication should beginwith a clear and succinct vision statement,then going on to explain the reasons anddetails of the change. It is imperative to dothis in face-to-face meetings. In fact, somewould argue, “if it isn’t face-to-face, it isn’tcommunication.”

After the initial change is explained,allow people time to process the informa-tion. Depending on the change, some maybe in shock and not remember many of thedetails that were mentioned. That is why itis helpful to provide people with writtencommunication as well many differentopportunities to ask questions and seekclarification.

Some leaders think that once the infor-mation has been delivered, their responsi-bilities for communication are over. How-ever, more is better. Keep the communica-tion going out and coming in. Look forways to improve communication betweenmanagement levels, as well between man-agement and employees.

ConclusionChange is essential in today’s economy.

Companies merge, departments reorganize,new governments are elected. In order tonavigate change successfully, organizationsmust focus on Change Management andTransition Management. However, as wehave seen, usually Change Managementgets most of the attention.

To avoid this common mistake, savvymanagers have learned to manage bothsimultaneously: the project and the people.When employees are given the support theyneed, the implementation process goesmore smoothly. There will always be chal-lenges and difficulties, but transitions willwork if managers give effective leadership,engage employees, build trust, defuse angerand communicate constantly. �

MANAGING TRANSITIONS