This document discusses transition management and outlines its key aspects. Transition management refers to helping employees adapt to organizational changes by letting go of past ways of working and embracing new processes. It involves seven steps: developing a transition structure, creating tasks and plans, setting a hierarchy of objectives, gaining employee commitment, assigning responsibilities, and monitoring and evaluating the change. The transition management team must define and plan the change, implement communication and training plans, and sustain the change by measuring its impact and reinforcing new behaviors. Successful transition management requires a collaborative team approach.

1. TRANSITION MANAGEMENT
EDUC 209: MANAGEMENT OF SCHOOL SYSTEM
Professor: Dr. Rosemarie Torres | Prepared by: Crisanto P. Peñaranda Jr., LPT

2. It is about what employees experience
personally within themselves. It is
concerned with helping employees let go
of how things used to be and adapt to the
way things are or are going to be.
TRANSITION
MANAGEMENT
“a key aspect of any organizational change”

3. “Managing transitions means helping
employees to make a difficult process
less stressful and disruptive for
everyone.”

4. TOPICS
ONE
TWO
THREE
FOUR
FIVE
SIX
SEVEN
TRANSITION MANAGEMENT STRUCTURE
TASKS FOR THE TRANSITION MANAGEMENT
DEVELOPING A PLAN
HEIRARCHY OF OBJECTIVES
GAINING COMMITMENT
RESPONSIBILITY CHARTING
MONITORING & EVALUATING CHANGE

5. TRANSITION MANAGEMENT STRUCTURE
The transition management structure would have to
secure the necessary changes in the work and roles of the
operating managers and to coordinate the new arrangements
“Failure to provide an adequate structure for managing a
complex change program is frequently the reason for an
unsuccessful program.”

6. A suitable transition management structure is
likely to need:
 the authority to mobilize the resources
necessary to keep the change moving
 the respect of the existing operating leadership
and of the proponents of the change
 the interpersonal skills needed to persuade
people rather than coerce them
 the time required to do the necessary planning
and implementation

7. The choice of a suitable structure depends on the nature of the
change to be managed.
A sure recipe for failure in a school is for the head to exclude
him or herself by failing to display active interest and support.
It can be enormously helpful to bring in an external consultant
or ‘facilitator’ to the transition management structure with
appropriate experience

8. Whatever option is chosen for setting up a
transition management structure, there
needs to be some system for informing,
consulting and involving people affected by
the change.

9. TASKS FOR TRANSITION MANAGEMENT
The kind of tasks that will fall to the transition
management structure will depend on the nature of the
change.

10. a. the period of the change
b. any unaffected systems
c. organizational integration and
operational effectiveness during the
change
d. the future situation
1. Plans need to be developed to
manage:

11. 2. Apprehension has to be recognized
and assuaged as far as possible
3. Planning needs to cover changes in
structures, roles, tasks, people and formal
and informal systems.

12. 4. The person leading the change needs
to be visible and .
5. People need help in understanding the
nature of change.

13. 6. Communications and information systems
need to be effective and to operate in both
directions.
a. role expectations will need clarifying
b. norms and assumptions need to be
brought into the open and examined
c. implications for workloads and job
satisfaction need to be understood

14. 7. Have empathy with those affected by
the change.
“People need time to disengage from the
present and adjust to the future.”

15. DEVELOPING A PLAN
A process plan is like a road map for the change effort. It
contains detailed statements on who is to do what by when; it
clarifies objectives and sets mileposts along the path to their
achievement. It unambiguously specifies the means of its own
implementation, and it incorporates ways of checking and
monitoring progress.

16. Effective Plan must be:
 Purposeful
 Task Specific
 Temporal
 Integrated
 Adaptable
 Cost-effective

17. HIERARCHY OF OBJECTIVES
In order to maintain tension continuously, it is necessary to
establish a hierarchy of objectives and to update them regularly.
There are two main approaches to the development of tension
and energy in organizations: the use of controls and the use of
purpose, goals and objectives.

18. “Controls are effective only if they
are backed by a rigorously used
reward and punishment system,
which can lead to the development
of negative energy if mishandled.”

19. “Purpose, goals and objectives
generate tension by developing
hope for achievement and of a
better condition in the future.”

20. FOUR
LEVELS OF
OBJECTIVES
ASPIRATIONS
STRATEGIC
TACTICAL
FIRST STEPS

21. Aspirations tend to be very long term,
bordering on the idealistic.
Strategic is time bounded and expresses of
what has to be done by year X if we are to
reach our aspirations.
Tactical focuses on a point in time.
First steps are immediate things that have
to be done in order to make further action
legitimate.

22. Objectives should be
SMART
 Specific
 Measurable
 Achievable
 Realistic
 Time-bounded

23. GAINING COMMITMENT
Experience in organizational change has shown that in
addition to developing the plan for carrying out the change, the
planners must determine who in the organization must be
committed to the change and to carrying it out, if the change is
actually to take place.

24. Identify target individuals whose commitment is needed.
STEPS IN DEVELOPING A COMMITMENT PLAN
Define the ‘critical mass’ needed to ensure the effectiveness of
the change.
Assess the present level of commitment, of each individual in
the critical mass, to the change.
Develop a plan for getting the necessary commitment from
the critical mass.
Develop a monitoring plan to assess progress.

25. Assessing the level of commitment:
 ready to oppose the change
 willing to let it happen
 willing to help it happen
 willing to make it happen.

26.  Sometimes managers can gain
commitment to change by painting an
attractive and enticing picture of the
future state, convincing people that it is
something worth striving for.
 Professional development, or an
improved chance of career
advancement and enlightened self-
interest always help in gaining
commitment.

27.  Use of power
 Involvement
 Problem-solving activities
 Educational activities
 Treating ‘hurting’ systems
 Change the reward system to value
different behavior
 Functioning as a role model
 Forced collaboration mechanisms
 Persuasion
OTHER APPROACHES IN GAINING COMMITMENT

28. RESPONSIBILITY CHARTING
• In carrying out any plan, or determining how the future state is
to be managed, it is vital to ensure that the key people
understand how they are going to be involved.
• It aims to clarify role relationships, as a means of reducing
ambiguity, wasted energy and adverse emotional reactions.

29. MONITORING AND EVALUATING CHANGE
• One of the problems with change is ensuring that it is
followed through.
“Ultimately change is only anchored firmly when individuals have
changed their perceptions and values, and it is important to be
realistic about the time that this may take.”
-Sir John Harvey-Jones

30. To help stabilize the system in
the new state, we need to
develop success criteria or
measures that will tell us that
the change has been effective
and has become truly
assimilated.
The means of measuring success
might take the form of a
checklist of procedures, a
questionnaire about role
responsibilities, an analysis of
exam results or an attitude
survey to be completed by those
most likely to know if the change
has been successful .

31. It is necessary to assign
responsibility to named
individuals for
monitoring the critical
factors that measure
success and for
managing the processes
needed to take
corrective action in case
of a shortfall.
The existence and purpose
of the evaluation or review
plan, and the intention to
use it for correcting any
tendency for the system to
regress, should be
communicated to those
involved, because this will
help in the process of
stabilization of the change.
It
The results of the
review should be
carefully studied so
that the management
knows and celebrates
what activities have
been successful.

32. SIMPLIER PROCESS
OF TRANSITION
MANAGEMENT
DEFINE
PLAN
IMPLEMENT
SUSTAIN

33.  Clarify roles in change management
process
 Clarify what is changing and why
 Identify the change agents
 Establish a projected timeframe
 Clarify success measures
DEFINE

34.  Conduct impact and assessment
 Create change and engagement plans
 Identify risks and create risk-mitigation plan
 Design plans for communication and
training
PLAN

35.  Enable or activate catalyst or leaders
 Roll out communications and training plans
 Monitor and manage resistance
 Deploy risk-mitigation plans
IMPLEMENT

36.  Monitor adoption of changes
 Reinforce behaviors that are aligned to the
change
 Measure impact of change
 Adjust as needed based on changes
SUSTAIN

37. “Successful Transitions are planned and
implemented by a collaborative team.”

39. THANK
YOU
Prepared by: Crisanto P. Peñaranda Jr., LPT