1. Transition Management

2. People’s
reactions
Structural
changes
Change Transitions
AttitudeAdoption
2

3. What they think
they are losing
What they
don’t know
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4. 4
Negotiates looses and deals with the unknown

5. A transition management plan is not a change plan. It is
a PEOPLE plan.
It moves people forward, step by step, through the
process of:
1. Leaving the past behind
2. Getting through and profiting from chaos
3. Emerging with new attitudes and behaviors
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6. 6
 Anxiety
 Anger
 Bargaining
 Sadness
 Disorientation
 Depression

7. HERODOTUS,
GREEK HISTORIAN
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8. 8
A. Anxiety rises and motivation falls.
B. Disoriented and self-doubt.
C. Becoming resentful and self-protective.
D. People can become polarized
E. Energy is drained away into coping tactics.
F. More work is missed than at other times.
G. Systems and services can become less reliable

9. A transition management plan differs
from the change management plan.
A transition management plan is a PEOPLE plan.
It moves people forward, step by step, through the
process of:
▪ Leaving the past behind
▪ Getting through the wilderness and profiting from it
▪ Emerging with new attitudes, behaviors and identity
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10. Honor Endings
StabilizationCommunications Planning
DepartureAnnouncement
Mark New Beginnings
Leadership IntegrationCommunications Planning
SelectionAnnouncement
Communicate Stabilization Messages
Manage New LeadershipTransitions
Introduction and Relationship Building
New Leadership Impact Analysis
ImpactAnalysis of the Interim Stabilization Plan
DepartureCommunications Planning
ImpactAnalysis of the Departure
Manage Stabilization PeriodTransitions
Departure of the Present Executive
Stabilization During the Interim
Introduction and Integration of the New Executive

11. Step one in a transition management plan

12. It’s not the changes, it’s the
losses
12
Managing endings.

13. “All changes, even the most longed for,
have their melancholy;
for what we leave behind is part of ourselves…”
Antoine France
Writer
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Managing endings.

14. Negotiating endings
14
Managing endings.

15. Negotiating endings
15
Managing endings.

16. 16Managing endings.
A. Anxiety
B. Anger
C. Bargaining
D. Sadness
E. Disorientation
F. Depression

17. Negotiating endings
17
Managing endings.

18. Communications Plan

19. Negotiating Endings
19
Managing endings.

20. Two steps that prepare the way to
closure.
20
Managing endings.

21. 21
Managing endings.

22. 22
Managing endings.

23. Step two in a transition management plan
Between endings and new
beginnings

24. 24
A. Motivation falls and anxiety rises.
B. People become resentful and self-protective.
C. Energy is drained away into coping tactics.
D. Absenteeism goes up.
E. People leave.
F. Quality falls, less work gets done .
G. People can become polarized.
H. It’s a great opportunity for the competition.

25. A. The “old” no longer works
B. The “new” doesn’t work yet
C. People are more likely to go away figuratively
and literally
D. There a fewer times more open to creativity
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26. Create appropriate metaphors for the chaotic
zone.
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27. 1. Create temporary “scaffolding” structures where
necessary
 Temporary procedures and agreements
 Temporary roles, reporting relationships, or
configurations
2. Have appropriate outlets and support available
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28. 1. Talk, communicate, socialize
2. Quell rumors
3. Create a team-level charter
4. Strongly connect the team to the organization's mission
5. Clarify working agreements and milestones
6. Recognize and reward teamwork
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30.  The IT leadership team
has the skills to effectively
lead us through the
organizational
consolidation
 The IT organization has a
successful track record
helping people negotiate
change
 The new IT strategy is
clear to me
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31.  I have a positive and
exciting career ahead within
this IT organization
 The IT organization has the
wherewithal to successfully
execute a change of this
magnitude and scope
 I plan on continuing my
employment here into the
foreseeable future
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32. A. Take stock, organizationally and individually
B. Training in creativity and innovation
C. Experiment
D. Reframe setbacks/disadvantages as entry points
into new solutions
E. Brainstorm new answers to old problems
F. Don’t push prematurely for certainty and closure
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33. 33

34. Step three in a transition management plan
“The secret is to have more beginnings
than endings.”
DaveWeinbaum

35. 35
A. Event or ceremony
B. Frame it in the cubical
C. Print it on a coffee mug
D. Wear it on a shirt
E. Washable tattoos
F. Brass plaque in the elevator bay
G. A logo, icon or slogan on documents

36.  Not too soon - Endings and the chaotic zone
have an organic, natural duration
 Not too late – Delay misses the emotional
peak
 Manage expectations
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37. “The only joy in the world is to begin.”
Cesare Pavese
ItalianWriter
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A. An event or ceremony
B. Frame it in the cubical
C. Print it on a coffee mug
D. Wear it on a shirt
E. Washable tattoos
F. Brass plaque in the elevator bay
G. A logo, icon or slogan on documents

39.  Not too soon
Endings and the chaotic zone have an
organic, natural duration
 Not too late
Delay misses the emotional peak
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40.  You don’t have to have had a drastic change to tap into
the power of “new beginnings”
 Particularly important when people are entering new
territory
40
“The only joy in the world is to begin.”
Cesare Pavese
Italian Writer

41.  A new beginning “ seals” an ending
 Something new represents a gamble
 Some people just like the chaotic zone
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