Change is the only constant. And it happens at every level of our existence – from our own bodies right through to the whole planet.
When it is initiated by others in companies, departments, hospitals, mine sites and the like, it is labeled organizational change, and a plethora of literature exists on this subject. The vast majority of change programs initiated in large organizations fail – for many well documented and known reasons.
But too often the results are disappointing because change management is not sufficient in itself; it needs to be supplemented by transition management. Transition is the blind spot of so much well intentioned organizational change.
William Bridges points out that can be triggered by others (as a response to an organizational change), by events (death of a spouse, break up of a relationship) or by oneself through a choice (new country, new relationship, new role). It can happen in as apparently simple a situation as a unit or section reshuffle of people into new roles or returning from an extended stay in another country. It can start when the change starts or may even begin before the change starts, in anticipation so speak.
In the case of transition triggered by organizational change, the leader’s role is to help individual managers and staff members move through to new beginnings. Read or download our paper that describes this blindspot in change management and what to do about it
For an introduction, view this short video by Tim