Download Mobi Managing Transitions, 25th anniversary edition: Making the Most of Change By William Bridges,Susan Bridges

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Ebook About
The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change. As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally connected workplaces. Directed at managers on all rungs of the corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing disruptions and navigating uncertain times.

Book Managing Transitions, 25th anniversary edition: Making the Most of Change Review :

Change is situational—stuff happens—but transition is psychological. And psychological transition is a three-step process: Ending (grieving the loss of what used to be); the Neutral Zone (that period of uncertainty between the old and the new); and the New Beginning (launching the new adventure). It’s vital for a leader to help people move through each of these stages. Transitional leadership requires insightful, persistent and attuned leadership, or both the organizational and personal costs are great. By definition, endings cause losses for those involved, and proper endings must allow people to grieve the loss of what used to be. It’s much like losing a friend or a loved one. The grief of such a loss takes time and requires steps of grieving, which may not be skipped without significant consequences. The Neutral Zone represents the period between the ending of the old and the New Beginning. Filled with uncertainty and angst, this period typically takes time but is the place where innovation most often takes root. Remember, it took Moses 40 years to lead the Israelites through the desert! Finally, the New Beginning marks the shift from the old to the new and can inject new energy and purpose to make change work; however, many insecurities and doubts are associated with anything new. Throughout these three transition phases and the entire transition process, leaders must model the way by being engaged, sympathetic and intrepid. Above all, leaders need to communicate often and transparently about the transition—not ignore or shy away from it.
I read this for a colleague. Let's get this out of the way: it's a business book. I'm not a fan of the genre, and if you are, you might want to consider refocusing your reading on novels and such.That having been said, this one has nice, concrete examples of poorly managed transitions (mistakes are useful to learn from).On the other hand, the authors over-state the distinction between "change" and "transition." I don't find it useful when people try to dictate nuance, trying to turn definitions of words into "ah ha" moments of insight into reality. Words are just grunting noises in the end.I think a good use of the book is to compare communication practices in your company with what is recommended and not recommended in this book. If that is all you get out of this book, you might get your money's worth right there.

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