This document discusses organizational change and transition management. It explains that organizational change requires planning for human, process and technological objectives to support new visions, while transition management focuses on helping people psychologically deal with and adapt to change. The stages of transition are outlined as having a clear vision, endings, a neutral zone, and a new beginning. Key aspects of guiding people through each stage are described, such as establishing clarity, addressing concerns, normalizing difficulties, and celebrating successes.

1. Transition Management
guiding people through C H A N G E

2. your organization is going
through...
• Amalgamation/Mergers or
Acquisition
• Strategic Planning
• Process Re-engineering
• Succession Planning
the context

3. Is this what
you see?
look around you/into a mirror

4. You or your staff is
going through...
Change
Transition
chances are...

5. • Organizational Change requires us to
plan for and address the
human, process and technological
objectives to support the
implementation of the Vision
• Transition is the psychological
processes that people go through to
deal with change
• Both Transition and Organizational Change
Change Management is required
Transition
organizational Change vs. Transition

6. Detail plan to
Accurate deal with
Vision & Clarity Analysis of
Assessment of People, Proces
of Future State Gaps
Current State s and Tech
issues
organizational change

7. 4. NEW
BEGINNING
3. NEUTRAL
ZONE
2. ENDINGS
1. CLEAR
VISION
stages of transition

8. Clear vision needs to
be established
when initiating
change.
stage 1 – Clear Vision

9. Dealing with Transition
• As change agents, it is important to
understand the stages of Transition
and the impact of each stage on
ourselves.
• Important then to prepare our teams
for transition and to understand our
roles in facilitating a successful
transition process for them.
stage 2 - Ending

10. WHERE ARE
WE GOING?
WHO IS
LISTENING
WHAT IS
GOING TO
LOSE WHAT?
VS CHANGING?
TELLING
Your staff and
yourself will be
WHAT WILL
asking these 4 key ACTUALLY BE
DIFFERENT
AFTER THE
questions CHANGE?
stage 2 - Ending

11. Clarity about
new vision is
required
where are we going?

12. Be simple
concise &
clear
what ’s going to change?

13. • The nature/scope of work
• Locations
• Services
• Structural
• Reporting Relationships
• Catchment area
• Other
w h at w i l l a c t u a l l y b e d i ffe re nt a f te r t h e
c h a n ge ?

14. • Best way to get people through
transition is to affirm their
experience and to help them
deal with it
• Understand how the world
looks to the people going
through the transition
• Not to do this inevitably
convinces people that we
don’t care about them
who is going to lose what?

15. • “One doesn’t discover new lands without
consenting to lose sight of the shore for a
long time” - Andre Gide
• Anxiety rises and motivation falls – self
protective
• Productivity suffers
• Old problems re-emerge
• Confusion and miscommunication
• Polarization between early adapters and late
adapters
IMPORTANT TO MANAGE AND NORMALIZE THE
NEUTRAL ZONE
stage 3 - neutral zone

16. Four Key Themes
• Be consistent
• Ensure quick successes
(small wins)
• Symbolize the new identity
• Celebrate the successes
stage 4 - launching a new beginning

17. • Figure out what is actually changing
for you
• Decide what is really ending for you
• Identify what is continuing for you
• Recognize the symptoms of the
neutral zone in you
• Take time-outs
• Use the neutral zone as an
opportunity to take stock
• Consider your possibilities in a new
light
take good care of yourself

18. Barnes Management Group
1 Yonge Street. Suite 911
Toronto, Ontario
(416) 977-3811
info@barnesmanagementgroup.ca
www.barnesmanagementgroup.ca
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