Re-inventing Organisational Development
Managing Organisational Transitions
• A global human capital consulting firm with offices in the US, Europe,
Asia, and Africa.
Proven Leadership Innovative
Development Strategic Change
Customized Research-based Results Focused
& Public Human Capital and Assessments
Training Talent Management & Coaching
We provide a comprehensive blend of human capital management products and services to
improve the efficiency, effectiveness, innovation and productivity of individuals and organizations
1. Change and Transitions
2. The Transition Process
3. Managing Endings
4. Leading people through the neutral zone
5. Facilitating new beginnings
Where is Transition Management?
The Missing Piece
An Event: It is situational and is external to
Something old stops Something new begins
A gradual psychological reorientation that
happens inside us as we try to adapt to
• It’s the transition, not the change that people often
− Loss of their identity and their world
− Disorientation of the neutral zone
− Risk of failing in a new beginning
How it all impact us
Circumstances outside us
Reorientation Private meaning
inside us triggered in us
- William Bridges
Phases of Transition
• Being “with it”
• The new chapter
• In-between time
• Clean slate
•• Letting go
•• Getting closure
•• Saying good-bye
Change & Transition in SA
A birth of a new South Africa
Mbeki Era Soccer World
Rugby & African
Economic Cup Hope for unity
A divided nation Reconciliation
Footprint & 16 yrs later
Political divisio n
Seven Principles of Transition Management
• 1. You have to end before you begin.
• 2. Between the ending and the beginning, there is a
• 3. That hiatus can be creative.
• 3. Transition is developmental.
• 5. Transition is also a source of renewal.
• 6. People go through transition at different speeds.
• 7. Most organizations are running a “transition
Focus on Transition Focus on Change
Management Evenly Distributed
Transition Management Management
Consolidating in the Culture 1
Gains and Establish a
Producing Sense of
More Change Urgency
Short-Term Model Creating the
Broad-Based Developing a
Action 4 Vision and
Where Change Fails…or Succeeds
Common Vision Communication Barriers Removed Progress Reinforcement Complacency
Not Important /
Case Communication Barriers Removed Progress Reinforcement Confusion /
Case Common Vision Barriers Removed Progress Reinforcement Confusion/
Case Common Vision Communication Progress Reinforcement Frustration
Common Communication Barriers Removed Reinforcement
Case Loss of
Case Common Vision Communication Barriers Removed Progress Wasted
Case Common Vision Communication Barriers Removed Progress Reinforcement CHANGE
Five Core Activities of Change Management
1. Establish a successful foundation for change:
Why it is necessary
What is at stake
2. Consider solutions that address the need for change.
3. Conduct impact assessment on the solutions.
4. Choose the best solutions and design an
5. Implement the plan and correct as necessary.
Five Core Activities Of Transition Management
1. Develop and execute an effective change
2. Identify where groups and key individuals are in the
three-phase transition process.
3. Implement strategies for managing endings and
4. Implement strategies for leading people through and
profiting from the neutral zone.
5. Implement strategies for helping people to make a
The Transition Process
Where Are People in the Transition Process?
Ways to determine:
Productivity During Transition
Where Are People In The Transition Process?
Sales & Marketing
Not Yet Y.S. Finished
Southern Senior Management
Field Northern P.I.
Offices Field Offices
Central Field Board of
Managing Endings & Losses
“Though no one can go back
and make a brand new start,
anyone can start from now and
make a brand new ending.”
Who Stands To Lose What?
Turf Status Power
Influence Relationships Memberships
Routines/Structures Personal Future Meaningful Work
Control of Destiny Personal Identity Competence
Groups Individuals Outsiders You
To Manage Endings
Make sure that…
1. People understand what is and is not finished.
2. People feel their losses are seen and
3. You have removed excuses to hold on to the past.
4. You have used boundary actions or events to mark
a clean break.
5. Your managers understand and accept grieving.
To Manage Endings
6. You’ve sold the problem without denigrating the
7. People are getting all the information they need.
8. People have been given a piece of the past.
9. You’ve looked for ways to soften the impact and
protect people’s interests.
10. You’ve used ceremony, ritual, or symbolic events
to gain closure.
It’s time to say…
_ in recognition of the need to let
Good-bye go of an old way, idea, behavior,
point of view, person, image of the
Auf Wiedersehen organizations, job, role
relationship, group, etc, do so
Sayonara symbolically by naming it here…
…and sending it on its way.
Leading People through the Neutral
“When you get to the end of your rope, tie a
knot and hang on.”
Franklin D. Roosevelt
• Getting through it safely
• Using the time creatively
Getting through the Neutral Zone
Re-establish the four things endings destroy.
Leading People Through The Neutral Zone
• Focus on:
2. Temporary Solutions
3. Enhancing Creativity
4. Increasing Learning
• Accomplish the 2 C’s
− Maintain Connection
− Show Concern
• Communicate the 4 P’s
− Explain the Purpose
− Show/co-create the Picture
− Lay out the Plan
− Allocate the Part
• Reporting • Policies
Relationships • Procedures
• Task Forces • Decision Making
• Organizational Processes
Structures • Behavioral Standards
• Communication • Priorities
• Training Programs
• Material Resources
• Values Arrangements
• Work Schedules
• Encourage experimentation and risk taking.
• Enhance trust.
• Study the organization’s situations or events for
• Expose people to diverse perspectives, industries,
• Provide settings that teach, encourage, and reward
creative techniques and processes.
• Use feedback mechanisms to learn from
• Review areas that are no longer acceptable or getting
results. Unlearn them.
• Create opportunities for coaching and mentoring.
• Create access to formal learning programs for all
staff and reinforce application.
• Help people build new work/career development
plans that capitalize on the new situation.
Coaching Employees in Transition
• Think of an individual who seems to be particularly
challenged in response to a change.
• What have you observed about their behavior,
work/task practices, and apparent attitude?
• What did you do (or are you doing) to work with this
individual, to coach them?
Facilitating New Beginnings
“Beginnings are always messy.”
“Every beginning is a consequence. Every
beginning ends something.”
• Practical happening • Psychological happening
• New situation • New understanding
• New systems • New values
• New titles • New attitudes and
• Need to be designed • Need to be nurtured
• Take place on schedule • Follow internal clock of the
heart and spirit
• Are the result of • Are the result of process
Facilitating New Beginnings
1. Fine tune the implementation plan.
2. Translate the changes into new behaviors and
3. Provide opportunities to practice new skills in low
4. Work collaboratively with people to help define the
new roles and practices.
Facilitating New Beginnings
5. Review and update the reward structure to support
new skills and knowledge.
6. Focus on and publicize early successes and the new
7. Build in responsiveness and flexibility.