managing transitions: surviving and thriving through change prepared by ray patchett patchett &...
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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
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Introduction/Overview Context/Change Is Scary Change and Transition are Different Bill Bridge’s Transition Model Transitions: A Three Phase Process
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Change Is SCARY! Many change
efforts are a failure
Change efforts are expensive
Change efforts are risky
Many change efforts succeed
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It’s the UNKNOWN
Share your story about managing
CHANGE
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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
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“It isn’t the changes that do you in, it’s the transitions.”
Bridge’s Transition Model
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2. Neutral Zone
3. New Beginni
ng
1. Ending, Letting
Go
Managing Transitions:Helping People through the Three Phase Process
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Group ExercisePlease identify and share a story where you experienced:EndingNeutral ZoneNew Beginning
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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
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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.
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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?
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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.
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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
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Grieving: A Key Step In Letting Go
1. Denial2. Anger3. Bargaining4. Depression5. Acceptance
Recognize the stages of Grieving(Elizabeth Kubler Ross, 1969)
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HOPE!
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?
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What suggestions can I/we make and what actions can I/we take to help people deal with the endings that are taking place?
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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
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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
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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
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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
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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
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Uncertainty Confusion Ambiguity
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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
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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?
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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?
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What suggestions can I/we make and what actions can I/we take to help people deal with the neutral zone?
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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
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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
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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
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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
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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?
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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?
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What suggestions can I/we make and what actions can I/we take to support the new beginning?
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Conclusion And Implications Three major issues
Communication Trust Accountability
Actions within your power to take
Transition Management as a Skill
Reflections/Observations
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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
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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
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Actions Within Your Power To Take: Accountability Choose to be responsible Initiate action Keep commitments Understand what matters to
people Tell the truth
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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.
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What needs clarification/discussion?
What takeaways or highlights stuck in your mind?
What is most relevant to your situation?
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Reflections & Observations
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Wisdom Source & Experience