Managing Transitions: Making the
Most of Change by William Bridges
A Manual That Will Help
From the most trusted voice on transition, a revised edition of the classic
practical guide to dealing with the human side of organizational change.
The business world is a place of constant change, with stories of corporate
mergers, layoffs, bankruptcy, and restructuring hitting the news every day.
Yet as veteran consultant William Bridges maintains, the situational
changes are not as difficult for companies to make as the psychological
transitions. In the best-selling Managing Transitions, Bridges provides a
clear understanding of what change does to employees and what
employees in transition can do to an organization. Directed at managers
and employees in todays corporations, Bridges shows how to minimize the
distress and disruptions caused by change. Managing Transitions
addresses the fact that it is people who have to carry out the change.
When the book was originally published a decade ago, Bridges was the
first to provide any real sense of the emotional impact of change and what
can be done to keep it from disrupting the entire organization. With new

information and commentary on layoffs, corporate suspicion, and the
increasing tumult in the business world, Managing Transitions remains the
definitive guide to dealing with change.
Personal Review: Managing Transitions: Making the Most of
Change by William Bridges
In Managing Transitions, William Bridges sets out to help managers and
others who want to introduce change - be it a total organisational
restructure or simply trying to get people to do things differently.
The book is very practical - both easy to read and to apply the key
concepts. Divided into four parts, Bridges takes the reader through how to
understand just what change is, how it affects us, and most importantly,
how to lead change. The key concept of leading change in this book,
whilst not new, is the best that I have seen it explained. That is, that
leading a change process is a three step process - "getting people to let
go", "managing the transition (between the old and the new)" and
"launching the new beginning".
I particularly liked the checklists at the end of each of the major chapters.
Not only do they summarise the chapter content, they become a key
planning tool for implementing change. They could also form the basis of
a very effective training program on change.
This is one of the best books I have read on change and is highly
recommended to anyone who is faced with leading a change process.
Bob Selden, author What To Do When You Become The Boss: How new
managers become successful managers
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