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W B C & T O: by Deb Nystrom, Reveln Consulting

William Bridges' change model identifies three phases of transition: endings, the neutral zone, and new beginnings. [1] The endings phase involves denial, shock, and grieving the loss of the former situation. [2] The neutral zone is characterized by confusion and discomfort as people let go of the old but don't yet embrace the new. [3] In the new beginnings phase, people start to take risks in the new situation, gain excitement for new possibilities, and form attachments to new processes. Managing each phase involves acknowledging associated feelings, allowing time and support for adaptation, and gradually building involvement in the emerging changes.

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3K views2 pages

W B C & T O: by Deb Nystrom, Reveln Consulting

William Bridges' change model identifies three phases of transition: endings, the neutral zone, and new beginnings. [1] The endings phase involves denial, shock, and grieving the loss of the former situation. [2] The neutral zone is characterized by confusion and discomfort as people let go of the old but don't yet embrace the new. [3] In the new beginnings phase, people start to take risks in the new situation, gain excitement for new possibilities, and form attachments to new processes. Managing each phase involves acknowledging associated feelings, allowing time and support for adaptation, and gradually building involvement in the emerging changes.

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© Attribution Non-Commercial (BY-NC)
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WILLIAM BRIDGES CHANGE & TRANSITIONS OVERVIEW

By Deb Nystrom, Reveln Consulting

"It isn't the changes that do you in, it's the transitions. Change is situational, transition is
the psychological process people go through to come to terms with the new situation.
Change is external, transition is internal." -- William Bridges

The William Bridges’ change model contributed significantly to the consulting and leadership practice
of managing change by identify three phases of transition, most notably starting with endings, a
startlingly reasonable concept of embracing the grieving process that goes with letting go of former
beliefs, practices, ownership as well as relationships. The remaining two stages, the neutral zone and
new beginnings, have resonated with many leaders who know how difficult it s to beat the high odds
of change progressing smoothly. Feelings and behaviors associated with denial or betrayal are
common, especially if those affected by the change feel they had no choice or opportunity for
participation in the change.
The stages are further characterized as follows:

Endings Neutral Zone Beginnings


• Denial, characterized by • Disorientation • Letting come, new energy
disbelief and shock • Beginning to let go emerges
• May evolve from the initial • Discomfort when starting • Initial, limited risk taking
shock into resentment to let go of the old but not • Gaining some traction for
• “It can’t be. How could yet embracing the new new behaviors, procedures,
they do this?” • Confusion processes
• May fight to preserve the • Testing new behaviors, • Beginning to feel included
old system, or maneuver to procedures, processes in the change
hold on to the old. •
• Lack of focus Forming an attachment to
• May affect both positive the new processes and
and perceived negative • Withdrawal or self-pity
systems
change equally • Allowing for venting
• Beginning to see the
• Stress can be high possibilities and feel new
excitement

Ideas for managing through the three phases include:

ENDINGS
• Identify who is likely to lose what with the change
• Clarify why ending is necessary
• Define clearly what is ending and what isn't
• Mark the ending
• Allow for resistance and grieving over the loss, in a variety of ways with differing timelines
• Find ways to honor (not denigrate) the past
• Allow people to take a piece of the past with them.
NEUTRAL ZONE
• Acknowledge and normalize discomfort
• Recognize that others may not be as understanding or as enthusiastic about the new beginning
as you are.
• Avoid giving “pep talks” before people are ready for them
• If possible, protect staff from further changes or cluster the changes in a meaningful way.
• If needed, create temporary roles, reporting relationships, and organizational structures.
• Identify resources to help navigate this stage, such as facilitated meetings or special training
programs
• Encourage creative thinking and discussion
• Provide an environment for staff to experiment and take risks, without having the fear of being
punished for failures.

NEW BEGINNINGS
• Create ways to involve staff in creating a strategies and action plans for each of the three phases
of the transition process.
• Work with staff to identify the part they will play in the new system, once the change has taken
effect.
• Ensure that policies, procedures, and priorities are consistent with the new beginning that is
being created.
• Build your own self-awareness of your actions to ensure you are effectively modeling the new
attitudes and behaviors being asked of others.
• Recognize staff for their contributions and quick wins in the new ways of doing business.
• Celebrate signs and early wins during the new beginning.

Source: Adapted from William Bridges, Managing Transitions, p. 47-49

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