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The cover of Managing Transitions Making the Most of Change

Managing Transitions Making the Most of Change

William Bridges

Why do sensible changes still meet resistance, and how can leaders help people let go of the old before they start the new?

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At a glance

Author
William Bridges

Why read it

  • You will see that the people who stay after a change need as much help as those who leave
  • You will understand the grief inside change: people mourn what they have lost, so letting go comes before a new start
  • You will learn to plan for the human transition, which cannot be made to follow a plan as precisely as the change itself

Who it is for

  • A manager announcing a reorganization or layoffs
  • An employee struggling after a job or role change
  • An HR lead planning a company merger

Contents

  1. Introduction
  2. PART ONE: The Problem
  3. It Isn't the Changes That Do You In
  4. A Test Case
  5. Part TWO: The Solutions
  6. How to Get People to Let Go
  7. Leading People Through the Neutral Zone
  8. Launching a New Beginning
  9. Transition, Development, and Renewal
  10. PART THREE: Dealing with Nonstop Change in the Organization and Your Life
  11. How to Deal with Nonstop Change
  12. Part FOUR: The Conclusion
  13. A Practice Case
  14. Conclusion
  15. Assessing Your Transition Readiness
  16. Planning for Transition
  17. Setting up a Transition Monitoring Team
  18. Career Advice for Employees of Organizations in Transition
  19. The Leader's Role in Times of Transition

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