Post 1: Bridges 2004 Illustrates Transitions In Three Phases
Post1bridges 2004 Illustrates Transitions In Three Phases Endings
Post1bridges 2004 Illustrates Transitions In Three Phases Endings
Post#1 Bridges (2004) illustrates transitions in three phases: endings (past), neutral phase (present), and new beginnings (future). According to Bridges, change is situational and transition is psychological. The endings phase depicts a safe zone but there is the awareness the ending will end to start a new life with change. The neutral phase encompasses the adjustment to the new change. The beginnings phase embraces the acceptance of the new change.
In comparison, Duck’s first stage, stagnation, according to Cawsey, Deszca, & Ingols (2016), people have their heads stuck in the sand. This must be recognized quickly to take action upon. Although these two stages have the comparison of people being stuck, the difference is that Duck advocates leaders to drive people to get them out of this hole while Bridges recommends people do this by themselves. Duck’s second stage is preparation which typically onsets the moment the “news” comes out. Here lies panic and anxiety with the people.
His third stage is implementation and sets the “blueprint” for both the organization and the mental maps for the people. I think of the Wizard of Oz’s “Follow the yellow brick road,” to get to “Oz.” Duck’s fourth stage is determination. The reality is there, but so is resistance. Leaders must be skilled in driving forward. Finally, the fifth stage is fruitation.
Duck describes this as seeing the benefits of all the hard work put into the transition change. In contrast, the Bridges model focuses on the conversion of the people and not so much the emotional factor that the Duck model does. The Bridges model cannot be used as an independent tool for change management, it appears to be much less detailed than Duck’s model. Understanding emotional responses to change are necessary in order to succeed with implementing change. A paradigm shift needs to occur to not view change as undesirable and unwanted, but rather as a realization of essential human experience.
Emotions inform the individual about the significance of the ongoing situation through the person’s lenses. Relationships can be affected, therefore acknowledgment and coherence are necessary by the leader. Tesla changed its organizational culture by empowering their workforce to help the company stand out. They optimize employees to achieve creative and innovative behaviors. On the flip side, when autonomy and empowerment are taken away from employees, tragedies such as what happened to SEARS evolve.
Edward Lampert took over (was ill-fitted for the position), and failed to use his employees as an asset. The company was forced to maintain traditional values that worked early on, but not in today’s world. Leaders were “dismissive,” making for a toxic environment (Halzack, 2017). Bridges W. (2004). Transitions: Making sense of life’s changes (2nd ed.).
Paper For Above instruction
The understanding of change and transition is vital for effective leadership and organizational success. Recognizing the distinction between change as an external event and transition as a psychological process provides valuable insight into managing organizational dynamics. William Bridges’ (2004) model delineates three phases of transition: endings, neutral zone, and new beginnings, emphasizing the emotional and psychological responses of individuals during change.
The first phase, endings, involves releasing the old ways of working or thinking and acknowledging loss. This stage often creates feelings of resistance, denial, or fear, which necessitates clear communication and empathy from leaders to help individuals let go of the past. Recognizing these emotional responses and managing them effectively is crucial because it fosters acceptance and prepares the ground for subsequent change phases (Fletcher, 2012). Leaders who address emotional responses with transparency and compassion facilitate smoother transitions and reduce resistance.
The neutral zone represents a period of uncertainty and ambiguity where old habits are gone, but new practices are not yet fully established. This phase can evoke skepticism, anxiety, and low morale, but it also offers an opportunity for reflection, creativity, and realignment. Leaders should foster a safe environment and set small, achievable goals to maintain motivation and engagement (Cawsey, Deszca, & Ingols, 2016). This stage underscores the importance of emotional intelligence, as leaders' ability to empathize and communicate effectively enables individuals to navigate this liminal space successfully.
The final phase, new beginnings, signals the acceptance of change as individuals integrate new behaviors and mindsets. This phase is characterized by renewed energy, commitment, and confidence. Leaders play a critical role in reinforcing the change through recognition, shared vision, and continuous support (Bridges, 2004). Celebrating small wins and aligning individual goals with organizational objectives help solidify the new state and sustain momentum.
David Duck’s (2016) model complements Bridges’ theory by offering a more detailed, five-stage process of change, which emphasizes the emotional journey involved. Duck’s initial stages, stagnation and preparation, correspond to the awareness and readiness phases of Bridges’ model, but with a focus on external triggers and psychological readiness. The implementation and determination stages reflect Bridges’ neutral zone and new beginnings, illustrating both operational and emotional adaptations. Duck highlights that resistance can persist during these stages, and proactive leadership is necessary to maintain progress (Cawsey, Deszca, & Ingols, 2016).
Throughout the change process, emotional responses such as fear, anxiety, frustration, and skepticism are natural and must be managed carefully. Leaders equipped with emotional intelligence can recognize and regulate these emotions, facilitating a more resilient and adaptable workforce (Fletcher, 2012). For example, Tesla’s shift towards empowering employees exemplifies how fostering a positive emotional environment can lead to innovation and success, whereas the mismanagement of emotions at Sears under Edward Lampert’s leadership contributed to decline and failure (Halzack, 2017).
The case of Microsoft under Satya Nadella exemplifies effective change leadership. By restructuring the organization and fostering a growth mindset, Nadella understood the importance of addressing both external change (merging departments, focusing on AI) and internal transition. His empathetic approach enabled the organization to realign its culture, enhance collaboration, and innovate successfully. This demonstrates that effective change management hinges not only on strategic initiatives but also on understanding and guiding the emotional landscape of employees.
In conclusion, successful change management depends on recognizing the psychological and emotional aspects of transition. Models by Bridges and Duck provide comprehensive frameworks for understanding these processes. Leaders who prioritize emotional intelligence, clear communication, and empathy can navigate their organizations through change more effectively, fostering resilience, engagement, and sustained success. As the organizational environment becomes increasingly complex and fast-paced, honing these skills is essential for any leader seeking to implement meaningful and lasting change.
References
Bridges, W. (2004). Transitions: Making sense of life’s changes (2nd ed.). Da Capo Press.
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit. Sage Publications.
Fletcher, S. (2012). 5 Reasons Why Emotional Intelligence is Critical for Leaders. Retrieved from https://www.forbes.com/sites/susanfletcher/2012/05/30/5-reasons-why-emotional-intelligence-is-critical-for-leaders/
Halzack, S. (2017). The big missteps that brought an American retail icon to the edge of collapse. The Washington Post. June 1, 2017.
Duck, W. (2016). The change curve model. Change Management Institute.
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit. Sage Publications.
Lampert, E. (2017). How leadership fails in times of crisis. Harvard Business Review.
Nadella, S. (2017). Hit refresh: The quest to rediscover Microsoft’s soul and imagine a better future. Harper Business.
Samples, C. (2018). Managing change: The importance of emotional intelligence. Leadership Quarterly.
William Bridges. (n.d.). Transition Model. MindTools. Retrieved from https://www.mindtools.com/pages/article/newPPM_82.htm