The document discusses strategies for managing resistance to change and emphasizes the importance of understanding employee concerns and emotions during transitions. It outlines William Bridges' transition model, which includes three stages: endings, exploration, and new beginnings, highlighting that successful transitions require psychological adjustment. Key points for effective transition management include awareness of emotional responses, providing support, and clear communication of the change process.

1. MANAGING RESISTANCE TO CHANGE

2. MANAGING RESISTANCE TO CHANGE
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1. Understand the resistance
 # Change is unnecessary
 # Don’t like the way change is introduced
 # Not confident about the success of change.
 # Personal security loss
 # can’t handle disruption

3. Contd…
2. Encourage employees to openly express their thoughts
and feelings about the change program.
3. Listen carefully to their concerns and explore their
fears.
4. Engage them in the planning and implementation
processes.
5. Identify those who have something to lose, and
anticipate how they might respond.
6. Help them find new roles either in your group or
somewhere else in the organization to mitigate their
loss.
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4. Contd…
7. Education and communication
8. Participation and involvement
9. Facilitation and support
10. Negotiation and rewards
11. Forcing and coercion
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5. Change and Transition Management
 Change and transition are different.
 Over 70% of all organizational change efforts fail to
meet expectations and deliver planned results (Peter
Senge).
 Organizations focus on what to manage, such as goals,
strategies, action plans or project plans.
 What is often ignored or downplayed is how to lead
people through transition.
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6. The Transition Process
 Transition is the psychological process through which
people come to terms with a new situation, and adjust
and adapt.
 While transition is a normal, natural and necessary
human process, some people deny and avoid it.
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7. William Bridges Transition Model
 Pioneer change consultant.
 Three distinct stages of the Model:
1. Endings
 It happens when people first get news of the change, and
initially react to it.
 Typical emotions experienced during this stage include
shock, denial, anger, and frustration.
 The purpose of this stage involves dealing with the pain
and loss that accompany the change.
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8. Contd…
 Organizational change may involve loss of a job,
organizational status, personal identity, interpersonal
relationships, comfort etc.
 Successful transition begins with grieving losses and
letting go of the old situation.
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9. Contd…
2. Exploration
 Once people have grieved their losses and let them go,
they are ready to enter the exploration phase.
 People experience a combination of fear, confusion,
uncertainty, stress, indecisiveness, discouragement,
doubt, creativity, and ultimately acceptance.
 A challenging combination of danger and opportunity.
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10. Contd…
 The purpose of exploration is to face this reality, and
creatively explore and discover new ways of doing
things.
 Breakthrough ideas
 Creativity requires time, reflection, experimentation,
and even dissent.
 Leaders must be realistic in planning the time needed,
tolerate temporary setbacks, and be patient when
immediate results are not achieved.
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11. Contd…
3. New beginnings
 New way is formally announced and started.
 The reorganization takes place, the new system goes
live, or the new process is implemented.
 People experience a mixture of anxiety, hope,
enthusiasm and impatience.
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12. Contd…
 Until people understand what they’re doing, have a
positive attitude about the change, and are confidently
doing it, the new beginning really hasn’t taken place.
 Leaders must consistently role model the new way,
recognize and reinforce new behaviours, and celebrate
small successes to gain momentum and footing.
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13. Keys to Effective Transition Management
1. Be aware of where you and others are in the
transition process.
 Senior leaders often find themselves in new beginnings,
while middle managers are in exploration, and people
on the front lines are in endings.
 How are you reacting to the change, and how are others
reacting to it?
 What emotions and behaviours do you observe in
yourself and others?
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14. Contd…
2. Provide support.
 People need emotional support during transition.
 For example, during endings, are you being empathetic
and respectful of what others are experiencing? During
exploration, are you encouraging creativity, and
creating the environment that is needed to find a better
way to operate? During new beginnings, are you
celebrating success, and reinforcing the attitudes and
behaviours needed to make the change? Are you a role
model for the new way?
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15. Contd…
3. Provide information and structure
 Four P’s that people need to make a new beginning:
a) Purpose of the change
b) Picture of what the outcome will be like
c) Plan to make the change happen
d) Part each person will play
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16. Change Vs Transition
Change Transition
External Internal
Situational Psychological
Event Based Experience Based
Defined by outcome Defined by process
Can occur quickly Always takes time
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