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Exploring transition

5/5/2012

17 Comments

 

​Donald Winnicott had a theory which goes something like this. When a baby is born, it’s unable to distinguish its own self from its environment. It identifies its own existence inextricably with the existence of its primary caregiver, most often its mother. Over time, as the child develops a clearer and distinctive sense of self, it naturally grows in independence. As the child makes this transition, it typically latches onto an object (often something like a toy or a blanket) which provides an interim sense of relational presence, security and continuity, including when the caregiver is absent.

Winnicott referred to such objects as ‘transitional objects’, that is, objects that enable the child’s healthy psychological transition from merged identity to separate identity. According to this theory, the child invests its security in the object, identifies closely with it thereby it serves as a defence against anxiety. Because the child hasn’t yet developed a full and secure sense of self-identity, if the transitional object is removed, changed or appears to be threatened (e.g. if the caregiver takes the toy away to wash it) during this phase, the child can feel as if its own security is threatened.

Over time, however, most children learn to let go of the transitional object without feeling a sense of anxiety or loss. It’s as if the object has functioned as a kind of psychological bridge for the child during the transition process and, once crossed, the child no longer needs it. The question occurs of what happens for a child if the transitional experience is absent, inconsistent or disrupted. How does this influence the child’s sense of self and security in the world and in future relationships? Could the child-as-adult subconsciously grasp at other objects to enable the still unfulfilled transition?

It’s difficult, of course, to know with any degree of clarity and certainty how a baby actually experiences itself, its environment and its relationship to it. Theories such as Winnicott’s above serve as a working hypothesis. There are resonances with how adults respond to change, however, that I find fascinating and compelling. I’ve observed intriguing examples of this transitional principle manifest itself in practice. In one such case, an organisation I worked with as consultant was facing considerable change and its members were facing an uncertain future. 

In the midst of these changes, one of the members decided to remove a wooden lectern from the podium from which the leader normally spoke. To his great surprise, this simple action almost provoked rebellion. It’s as if the lectern had been imbued with special symbolic significance, a transitional object that provided members with a sense of continuity with the past and thereby security in the present in the midst of considerable anxiety. Psychodynamically, the uncertainty of the current transition may have reverberated subconsciously with earlier transitions in childhood.

In a similar vein, William Bridges wrote a now famous book, Managing Transitions that explores how people in organisations deal with shifting between realities during times of organisational change. He speaks in particular of how to lead people though the interim phase, the ‘neutral zone’ where the past is left behind but the future is not yet reached. Rosabeth Moss Kanter writes on similar lines in her article, Managing the Human Side of Change on how to avoid inadvertently evoking psychodynamic defensive routines. Interestingly, Bridges draws on parallels from Exodus in the Bible.

The biblical narrative posits a radically theocentric worldview in which God takes his people on a journey, a ‘transition’, from places of relative security through wilderness and insecurity towards a promised future. The Israelites and later Christians are called upon to hold onto God, to trust him above all else. This demands profound and at times nail-biting, nerve-stretching faith in the midst of all kinds of confusing and challenging circumstances. It's a tough call to step from known into unknown, from safety into risk. In light of Winnicott’s theory, I find this spiritual metaphysic curious and intriguing.

It depicts life and human history as a macro transition process, mirrored like fractals in our earliest childhood and in different aspects of personal and social experience. We encounter, invest in and draw from ‘transitional objects’ on route, those critical relationships, experiences and resources that hold the potential to define, make sense of and fulfil our deepest identity and purpose. Some believe that faith in God is a projection of psychological need onto an imaginary being. Could it be possible, however, that God hardwired this pattern for transition into our psychological DNA?
17 Comments
Bridget
5/5/2012 09:48:02 am

The amazing thing about God is that He is outside of time. He is truly constant amidst a changing world. If we would only grasp how wide and deep His love is for us and how utterly trustworthy He is, in both times of uncertainty and in times of "apparent" clarity, then uncertainty would hold little anxiety for us.

It seems to me that the thing that wavers and changes is our faith and ability to trust Him not His love and care for us.

God does also give us human relationships and even favourite toys or comfortable homes and these also can help us during times of transition, whether because they are familiar or because they give us a feeling of comfort, or both.

These things are valuable, especially to young children, who are developing their sense of self and how to relate to others. As we mature, however, I believe that the important thing is that these things that bring us comfort do not replace the great Comforter himself! Sometimes, we need to get rid of the false comforters and be brave enough to feel the pain so that God can meet us in the midst of it. Hmm, can we really trust God enough to do this?

Reply
Nick Wright
5/5/2012 10:24:25 am

Thanks for the comments, Bridget. I was interested in your reflection on wavering faith and ability to trust. Assuming for argument's sake that God exists, I wonder how our experience of transition as a young child may influence our ability to trust God, or to trust in any relationship. I was struck too by the idea that it's possible to replace trust in God with trust in other things, as if we may hold onto things even we need to move beyond them to become fully who we are and can be. I wonder if a person who experienced smooth and successful transition as a child is more likely to be able to let go of transitional objects in the present, trusting intuitively through experience that the future state really will be more fulfilling than the transitional state? With best wishes. Nick

Reply
Sim
5/5/2012 10:06:59 am

Nice context you've placed the transition journey Nick , thanks for sharing your thoughts on this. We all experience transitions, and during time of uncertainty and chaos, putting our trust in God is like finding the comfort in the "caregiver".

Reply
Nick Wright
5/5/2012 10:38:12 am

Hi Sim and thanks for your comments. The Bible certainly depicts God as the ultimate Caregiver. It's as if parents or other primary caregivers are intended in some way to represent or express something of God as Caregiver. This is, in one sense, what the Bible means to be 'in the image of God'; to represent his identity, character and purpose in the world. I wonder if, based on Winnicott's hypothesis, a person who experienced genuine and consistent care as a child and a healthy early transition is better and more easily able to trust God during subsequent life transitions. What do you think? With best wishes. Nick

Reply
Richard Simpson link
6/5/2012 06:49:02 am

If I can move the discussion away from God, as I don't believe God was central to the idea of transitional objects - it would be an interesting area of research to find out if there is a correlation between successful change in an organisation and the conscious permission to allow the possession of transitional objects. It could be that transitional objects are simply psychological anchors which we invoke to remind us of our safe state. Those promoting change might do well to remember this.

Reply
Nick Wright
6/5/2012 09:21:10 am

Thanks for the note, Richard, and for such thought-provoking ideas. I like your idea of researching the potential relationship between successful change and the allowing of transitional objects. The tricky thing I've found, as in the example I cited in the blog, is knowing what objects (and I use the notion ob 'object' loosely because, according to Winnicott, a transitional object doesn't have to be a tangible 'thing' per se) will take on transitional significance during a change experience, or even whether the same object will hold the same significance for different people even during the same organisational change experience. I imagine there will be group-specific objects of signficance owing to shared cultural and historical experiences and dynamics, as well as more person-specific objects. From what I understand, the cultural dimension is where Winnicott draws links between transitional objects and notions of religion and belief in God. Rosabeth Moss Kanter advises emphasising what will not change alongside what will change to ensure a level of grounded stability where possible. In my experience, it's also advisable to consider what changes are negotiable in order, where possible, to accommodate what matters most to people. This may come close to your idea of allowing transitional objects as anchors above? Would love to hear if you have any more thoughts or ideas on this. With best wishes. Nick

Reply
Jonathan
9/5/2012 05:39:55 am

Thanks Nick for another stimulating Blog entry! Professionally in my change management work as an HR Manager I have "held on" many times to the "Change Equation”, rather like a “comfort blanket” that gets me and others through the transition. I have always firmly believed that it is the element of involvement / consultation of those affected that gives this tool it’s “stabilising” power. Helping ourselves and others to see what continuity there will be (e..g. continuity of relationship/dialogue during the “journey” – which links to the third element of the equation) is, I find, vital and completely consistent with what you describe.

In my church life here in Switzerland we have been talking often of comfort zones and growing outside of them into the adjoining “learning zones” in our faith. These learning zones we have understood as by nature uncertain, but a place that we can “stretch” into with the security of our comfort zone (knowing God's love) understood to be a foundation for the subsequent growth. Most recently we have been connecting this to the story of the Exodus as well- fascinating! Yes – I really concur with Bridget – it’s wonderful when we can learn to “step out” in our lives, based upon a growing confidence in Jesus Christ to teach us, and provide for us in that “zone”. Of course these principles have a much wider application beyond the spiritual one that I refer to here.

I’d be really interested to read others’ reflections on both the Change Equation and Comfort Zones – have you ever blogged on these, Nick?

Reply
Nick Wright
9/5/2012 01:25:29 pm

Hi Jonathan and thank you for your thoughtful comments. I really liked the way you explained how models and approaches (such as the change equation) can function as transitional objects in times of uncertainty and change. The guidance they offer can provide a sense of certainty and security in the midst of transition.

Could you say more about which 'change equation' you had in mind as there seem to be a number of models which use that or similar names? I haven't written any blogs on a change equation of comfort zones but hope you will share more of your own insights and ideas here so we can learn from you!

With best wishes. Nick

Reply
Jonathan
10/5/2012 12:01:48 pm

Certainly Nick – I’ll try to summarise my long “journey” through Change Management and Organisation Development here, and how that links to the equation that I’ve lived with during that journey.

I encountered the equation in the mid 90’s I think, and understood it at the time to have been based off Lewin’s work on Force Field Analysis (FFA diagrams also a very useful tool I find). The underpinning concept being that rather than focussing upon “reducing” the resistant forces in any change, our energy is more effectively directed towards maximising each of the positive or “helping forces”, which can multiply together to make the momentum for the change “irresistible”. The equation in question is the one of Beckhard and Gleicher, as refined by Dannemiller, shown as D x V x F > R, where:

D = Dissatisfaction with how things are now;
V = Vision of what is possible;
F = First, concrete steps that can be taken towards the vision;
If the product of these three factors is greater than R = Resistance, then change is possible.

Coming from a background in Personnel and Industrial Relations I had always understood that a key to transition was to seek out the interests of all parties to an organisational change and try to unify around the common interests and negotiate around the conflicting ones. Also I was taught back at Personnel school that “good business management and good people management go together” and can powerfully help each other if you invest in doing the people management part well, which sadly many do not understand well in “hard nosed” businesses today.

When I started to get into some seriously destabilising changes with groups of employees or individuals, and entered dialogue I found that (amongst other things) talking through the D, V & F factors really helps. I had already encountered the power of developing a “shared vision” whilst working with Andersen Management Consultants and others. Similarly I had seen in Union negotiations that opening up D “what do your members think needs to change to help secure the future of our business?” or “what are your frustrations with how we work today?” could bring a lot of potential energy to join together around a shared agenda for change. But at the heart for me is F which I have often referred to as identifying the “route for change”. Specifically in the context of people’s working lives (or even the end of their job), to ask sincerely “How can we work together to maximise the positive effects of this change and minimise the negative, considering the interests of all stakeholders?”. This can be as simple as just agreeing how and when communication / involvement will take place. But often includes real listening to ideas and concerns. These processes based in an understanding of the dignity of each individual, and the discomfort that change can bring to us, have carried me and hundreds of colleagues through to a generally favourable outcome.. These days (having tried and tested these principles so many times) I tend to think about those forces that are at work, and getting dialogue going about them, as almost second nature.. I think that this is one of the roles of every so called “leader” who wants to “take people with them”, and run a sustainably strong enterprise.

Reply
Nick Wright
10/5/2012 02:11:48 pm

As I was imagining the scenarios you describe, I was struck by the importance of values (e.g. we will treat people with dignity and respect; we care about and pay attention to what matters to people), relationship (e.g. we want to work collaboratively with people to reach optimal win-win solutions for different stakeholders) and trust (e.g. we will honour people and any commitments we make).

I'm reminded of an occasion when I worked with an SMT to lead a strategy and change process. The first question I posed, before we started to look at change management plans and methodologies, was, 'what do you believe about people in this organisation?'. The answer to that question created a fundamental guiding principle for everything that followed.

With best wishes. Nick

Liz Ford link
9/5/2012 05:45:46 am

A fascinating stream which has got me thinking practically about my daughter's imminent move to secondary school. It seems, at the moment , as if everything will change; friends, teachers, building, uniform and even how she will travel there. I notice that one of the things she talks about most is keeping her current school bag – will it be OK to use at the new school? Having discovered that it is “OK” her relief is palpable. Through these posts I now see more clearly how having something that means a lot to her and won’t change is so important. As her Mum I could have deep discussions about how our love for her won’t change but it seems, at the moment, that it’s the school bag that’s the transition object of choice.

Reply
Nick Wright
9/5/2012 12:28:05 pm

Hi Liz. Thanks for posting such a simple yet profound example of a 'transitional object' and how paying attention to such things really can enable a person to handle change differently. I love the way you heard and responded so sensitively to your daughter's request and recognised what holding onto the bag could signify for her. I felt very moved as well as inspired by it. With best wishes and thank you again for sharing. Nick

Reply
Alison Piasecka
9/5/2012 12:29:35 pm

We are wanderers through life, consciously and unconsciously - and so perhaps the hard-wiring for transitions is there. If so, I like the idea that we are therefore in some way prepared for the things we can find the most difficult.

Reply
Nick Wright
9/5/2012 12:30:56 pm

Thanks Alison. I like it too, and the way you expressed it. With best wishes. Nick

Reply
Laurie Fitzpatrick
21/5/2012 01:52:52 pm

GISC's Leadership Transition program - invaluable for leaders transitioning into a new role - will take place in New York City again this July, led by Bridget Farrands and Annie Medcalf: http://www.gisc.org/leaders/programs/LeadershipTransition.php

Reply
Nikki
31/5/2012 03:50:01 pm

This blog has got me thinking about how everything in my organisation is about transition....in actual fact change is the only constant so I feel like I am always in am period of transition. As a counsellor I wonder if my clients perhaps struggled with the transition from child to adult, therefore coming to counselling could be that bridge....just like a "blankey." What is counselling if it is not a bridge from the unknown to the known?

I spend a lot of time looking around me at work and hearing the conversations amongst colleagues about their connection with God. I wonder if I resist my connection to God and if so, what does this say about my defences? Will I turn to God when I next need comfort? I am deep in thought.

Reply
Nick Wright
2/6/2012 01:44:05 pm

Hi Nikki and thanks for such thought-provoking comments. I loved your profound insight into counselling as a 'bridge'. I hadn't thought about that before. It makes me wonder therefore whether the counsellor functions as a transitional object.

Thanks too for such honest, reflective comments about where you are in relation to a potential connection to God. I loved your final comment, 'I am deep in thought.' If you want to share more thoughts as your journey progresses, I would love to hear from you.

With best wishes. Nick

Reply



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    ​Nick Wright

    ​I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? ​Get in touch!

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