Bridges Transition Model
The Bridges Transition Model is a framework developed by change consultant William Bridges, introduced in 1991, that examines how individuals within organizations navigate change. It distinguishes between "change," an external event, and "transition," the internal psychological process that individuals go through in response to that change. The model outlines three key stages of transition: the first stage, "Ending, Losing, and Letting Go," involves the emotional and psychological responses as individuals confront the loss of familiar routines. The second stage, "The Neutral Zone," is characterized by uncertainty and confusion as individuals adapt to new circumstances, often leading to decreased motivation. Finally, the "New Beginning" stage represents a positive acceptance of the change, where individuals begin to embrace new roles and ideas, leading to renewed enthusiasm and connection to the organization. This model serves as a valuable tool for change managers, as it emphasizes the importance of understanding the human side of organizational change, helping organizations effectively guide their members through transitions. The relevance of the model has been underscored in recent years by the transformative impacts of the COVID-19 pandemic and advancements in artificial intelligence, both of which have forced organizations to navigate significant changes.
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Bridges Transition Model
The Bridges Transition Model is a theory in the field of management science that attempts to explain how people, particularly members of an organization, deal with changes. In this context, a transition is defined as a person’s internal reaction to an external change. The model, introduced in 1991 by change consultant William Bridges in his book Managing Transitions, outlines three main stages of transition: Ending, Losing, and Letting Go; The Neutral Zone; and The New Beginning.
Background
Leaders of companies and other organizations need a wide range of skills to deal with employees while guiding the overall group toward a shared goal. One type of ability included in the range of management skills is change management, or the ability to successfully lead people and groups through times of change. Organizations skilled in change management use cooperation and communication to support and manage changes, bringing all the people and parts of an organization into the change process in a unified and positive manner.
Changes may come in any size and may affect any part of an organization. Some changes involve minor alterations of plans or routines, or situations involving individual employees. Other changes take the form of major overhauls of organizational goals, structure, or technology that reinvent the whole nature of the organization. Each change is unique, and each involves special challenges for the group and the people in it.
Successful organizations need skilled and resourceful people to handle changes. These change managers have many responsibilities when it comes to guiding other leaders and employees through periods of alteration. Change managers need to plan and explain the upcoming change. They need to build teams to carry out and monitor the change, all the while overcoming obstacles and resistance to the change. They also need to undertake careful analysis of the change, even after it is completed, to determine whether it was effective and will become a lasting part of the organizational culture.
Individuals and organizations alike may struggle with changes. Many people have difficulty departing from a familiar and established mode of thought or action and adopting a new and potentially unfamiliar one. Changes also represent risks to organizations and their members, and unsuccessful changes may bring great harm.
Changes, however, are an essential and inevitable part of the life of an organization, as well as the individuals in it. For that reason, change management skills are crucial for handling these adjustments and ensuring that they take place as efficiently and effectively as possible. Change management represents a broad spectrum of skills and specialties. One of the largest and most important of the areas within change management is transition management.
Overview
In the late twentieth century, many business experts began to study change management in the hope of allowing organizations to handle alterations in their plans more smoothly. Transition management is one important aspect of change management. Modern organizations often turn to the Bridges Transition Model to deal with this aspect of change. The Bridges Transition Model was first introduced by its namesake, change consultant William Bridges, in his 1991 book Managing Transitions.
The first step to understanding the Bridges Transition Model is to understand the relationship between change and transition. These two forces are closely related but differ in some important ways. Generally, change is a force that impacts people, often from the outside, regardless of those people’s feelings or desires. Transition, alternately, is an internal process. In its most basic sense, transition is what occurs in people’s minds and hearts while a change is taking place. Transitions may be complex and take place over an extended period, even in cases when changes happen swiftly.
The Bridges Transition Model outlines three main stages of the transition process that most people experience when faced with significant changes. These three stages are Ending, Losing, and Letting Go; The Neutral Zone; and The New Beginning. They usually occur in this order. For many changes, people must experience each of these stages before they can reach a healthy and natural acceptance of the change.
Most people seem to experience all three stages. However, people commonly move through them at different speeds, depending on their personal perspectives on the change taking place. For example, a person who finds a change beneficial will likely move through the first stages much more quickly than someone who finds the change frustrating, burdensome, uncomfortable, or even traumatic.
The first stage—Ending, Losing, and Letting Go—begins when a person learns about an impending change. In the Bridges Model, this stage is characterized by many negative reactions and emotions, as people often instinctively jump to resist change. Change resistance is common because, generally, people do not like leaving behind ideas or behaviors with which they are familiar and probably comfortable with, especially not to adopt unfamiliar and possibly challenging new ideas and behaviors. People in this first stage may feel frightened or concerned. They may feel uncertain or confused about what is occurring. They may even become frustrated or angry. In addition, they may try to deny the change will occur and react with a sense of loss when they experience it.
The second stage—The Neutral Zone—includes the fallout from the initial stage, and often includes similar elements, such as confusion, impatience, and uncertainty. At this stage, people may be burdened by the tasks involved in adopting and adapting to the change, which may include increased work, stress, or training. People in the second stage may feel demoralized toward their role in the organization, or skeptical about the likelihood of the change to bring positive results. Employee motivation may decline during this period. They may also feel anxiety or resentment about being asked to undergo this change. Supporters of the Bridges Model often liken this stage to a bridge between old and new ideas.
The third stage—The New Beginning—is usually characterized by a much smoother, calmer, and more positive attitude. People involved in change have experienced the negative emotions, stress, and extra work often involved in significant changes. Now, the change is mostly or wholly complete, and if done correctly it will begin to demonstrate its value and the positive results it will bring the organization and its members. At this time, people who have experienced change are more likely to feel greater morale and connection to their group and energized and enthused about embracing the new ideas.
Bibliography
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Bridges, William. Transitions: Making Sense of Life’s Changes. Hachette Books, 2004.
“How Do You Use the Bridges’ Model for Change Management? Everything You Need to Know.” Airiodion Global Services, 2021, www.airiodion.com/bridges-transition-model/. Accessed 15 Sept. 2021.
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