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Leading through transition

3/1/2013

34 Comments

 
​Perhaps it’s natural to think about change in the new year. It marks a new calendar period, the start of brighter evenings, a change of seasons…depending on where you are in the world. The first time I visited Thailand was a big change for me, my first experience of Asia, somewhere I had longed to visit for years. It was December, the end of one year with a new year in sight. It was a development programme for leaders from 17 countries, an exciting experience.

One of the speakers, Dr Lim Peng Soon, led a day looking at Managing Transitions, based on William Bridges’ research and writings under that same title. I want to share some of his insights here, drawing on Bridges and some of my own insights too in case they may be of benefit to others. I’m also interested to hear more from you on this topic, e.g. what have you experienced, noticed or learned when leading or coaching others through change?

We can distinguish between ‘change’ and ‘transition’ as something like this: change is what happens around us; transition is what happens within us. In other words, change is situational, transition is psychological or even spiritual. The latter is a process of reorientation from what-has-been to what-is-going-to-be. This involves moving from endings (leaving the past) through a ‘neutral zone’ (the inbetween phase) to a new beginning (the future state).

If change leaders don’t pay attention to leading transitions alongside leading change, they can lose talented people, struggle with communication as anxiety is high or trust is eroded, find low levels of poor performance or high levels of stress and absenteeism. This demands attention from the outset. How people experience leadership and change will have as much impact on the desired outcomes as practical change plans and programmes.

As Soon comments, ‘In change management you start with the end in mind. In transitions management you start with the end-ings in mind’. This points to the need to recognise that change often implies loss or leaving. Who will lose what? How far does it matter to them? How can we mark endings and show proper respect for the past? What can we hold onto alongside that which will change in order to ensure a degree of continuity?

The endings phase starts as soon as people become aware of the changes. As leaders, it’s a phase that at its best entails drawing close to people, listening to them, hearing their questions and concerns. Too much emphasis on a positive future can feel insensitive at this stage, especially if it seems to negate or prohibit people sharing how they feel about the loss that change implies. ‘When you’re feeling the pain, it can be hard to see the gain.’

The neutral zone is where people often feel ambiguous or disorientated. They may be starting to move on but haven’t yet let go of the past or grasped hold of the future. During this phase, the future may seem unclear, uncertain or scary. People may feel more confused, irritable and tired than usual. They may appear to zigzag between moods, sometimes enthusiastic, sometimes despondent. As leaders, listen, be patient and be prepared to provide support.

The new beginnings phase is where the proverbial psychological dust is beginning to settle, the future looks clearer, people start to feel more focused and energised and previous difficulties are perceived as opportunities or challenges. People are ready to move on, to push ahead with creating and stepping into the future state. As leaders, this is the time to positively envision, to stoke the fires of inspiration, to involve people in creative and engaging tasks.

In my experience, one of the biggest leadership challenges is to be sensitive and patient throughout the transition. Leaders tend to go through transitions faster because they create and lead the change. It takes time for other people to work through the changes the leaders have already processed. People can be inappropriately labelled as ‘resistant to change’ when they are simply working through a normal transition process and experience.

On this point, Soon cautions us to be aware of the ‘marathon effect’. Leaders may race ahead and become very critical of people apparently lagging behind, especially if they appear to be holding up the changes. In a marathon, the front row sets off first but it takes a while for the middle section to start moving and even longer for people at the back. By the time people in the middle and back sections are moving, leaders can be already racing off to the next initiative.

Finally, the fact that people go through the same change doesn't mean they go through the same transition. Some may embrace change enthusiastically from the outset, others may struggle at first but move on to become solid supporters in time. In Bridges' model, people tend to experience something of all three states simultaneously. It's really a question of which is the dominant state at any point in time and to act as leaders and coaches accordingly.
34 Comments
Funmi Johnson link
3/1/2013 12:22:00 pm

Thanks for a really sensitive piece on how to handle change and transitions. Part of the challenge I think is that traditionally there has been a conflation of both terms, which is unhelpful and has led to people being wrongly labelled as change resistance. I think it's a situation where leaders need to demonstrate very high levels of emotional intelligence.

Reply
Nick Wright
5/1/2013 06:56:33 am

Hi Funmi and thanks for your feedback. I think you raise a very important point about emotional intelligence. It sparked another thought in my mind. Because people in organisations are having to cope with multiple changes all at the same time (i.e. not just from one static state to another), emotional resilience to cope and thrive in change is an important core competency. Otherwise, people (including leaders) can find themselves living in a permanent state of stress and disorientation which is unhealthy and, over time, will result in dysfunction. With best wishes. Nick

Reply
Keri Phillips
4/1/2013 06:37:57 am

In building on your helpful summary, I would wish to emphasise the possible turbulence of the 'neutral zone'. For example, there might be a number of ' false dawns'; what seemed to be clear, indeed self-evident next steps prove to be illusory. The way forward may prove, ultimately, to be a different level of learning ( e.g. Argyris and Schon and their idea of double/ triple loop learning) where core assumptions, indeed assumptions about assumptions, demand investigation. For example, the person finally acknowledging to himself that he does not really want to get to grips with his new job; rather he wants a complete career change.
Prompted by your distinction between change ( what happens around us) and transition ( what happens within us ) I speculate that the neutral zone may be a point where the external and the internal can become confusingly merged. This may then sharpen the challenge for the coach as she seeks to continue to be both 'a part of 'and 'apart from' the client's ( coachee's) process.

Reply
Nick Wright
5/1/2013 07:11:31 am

Hi Keri and thanks for the notes. I found your comments on the reality of experience in the 'neutral zone' (which, in practice, can feel anything but neutral!) very helpful. It's the zone or phase that Rosabeth Moss Kanter sometimes refers to as the 'miserable middle'. See e.g. http://blogs.hbr.org/kanter/2009/08/change-is-hardest-in-the-middl.html; http://blogs.hbr.org/kanter/2012/10/12-guidelines-for-deciding-whe.html.

Bridges compares it to the biblical wilderness experience where the past is left behind, the 'promised land' is not yet reached and the space and time between can feel very challenging indeed. Interestingly, the wilderness also serves as a place filled with opportunity for learning and transformation. I think this connects well with your comments about double and triple loop learning, an experience that causes us to surface and re-examine our fundamental assumptions.

I like your reflections on the challenges this can present for the coach and coaching relationship. Is this something you have experienced in practice and would you be happy to say something more about how you approached it? With best wishes. Nick

Reply
Keri Phillips
5/1/2013 07:56:11 am

Hello Nick, In briefly picking up your invitation, then some of the interventions I have found useful ( though not always ! ) are the following :
1. Accessing the Wisdom of the Child : for example, using imagery or play to support the client in uncovering new ideas/ old but forgotten truths for handling current challenges.
2. Encouraging the client to be open to ' gifts from the universe'; that is, overheard comments - perhaps in the street , a song on the radio which somehow resonates, a leaflet thrust in the hand ; any of these experiences may offer some insight.
3. Using rituals - supporting the client to identify a routine of behaviours/ beliefs/ feelings which may a source of support in advance of an anticipated challenging moment . There are several sources of theory behind this : CBT, Eric Rhodes work on rituals as a support in movement between sacred zones ( as in so- called ' primitive societies' ), and The Racket System in transactional analysis.
4. Noticing door handle- dynamics, and perhaps giving feedback. The client's movement into and out of the coaching room is, by definition a transition, and his/ her feelings, behaviour, imaginings etc may also be a reflection of how he/ she is in other transitions. ( see Petrushka Clarkson's writing about parallel process and van Duerzen's book on existential coaching).

Bob Larcher
4/1/2013 06:38:51 am

I like the notion that change happens around us whereas transition happens within us.

Reply
Nick Wright
5/1/2013 07:14:14 am

Thanks Bob. I found that distinction helpful too. With best wishes. Nick

Reply
Billy Byrne
4/1/2013 07:09:29 am

Nick, Thanks for the thought-provoking post; a useful reminder at the beginning of the year. I think the point you make about Leaders tending to go through transitions faster because they create and lead the change is a vital one. Almost all of the change literature begins with the supposition that Leaders define in advance the change required, formulate the necessary action plans, form their vision and dust off the stakeholder management plan. Considering that at this point there has been no employee involvement is it any wonder that there is a gap between management's thinking and that of the employees? If I've learned one lesson from my experience at leadership level it is this. Earlier engagement with employees on the change process can assist the transition, reduce fear, gain support and (dare I say it?) perhaps improve the thinking because the leaders may not have all the answers.

Reply
Nick Wright
5/1/2013 07:25:08 am

Hi Billy and thanks for such helpful comments. Something in what you wrote reminded me of a proverb a colleague used to use: 'The general who advances too far ahead of his own army is easily mistaken for the enemy'.Conversely, the more that leaders involve people in co-creating vision and change, the more likely those same people are to follow the leader on the journey that emerges. I shared some similar principles in a recent blog, based on Rosabeth Moss Kanter's 'Managing the Human Side of Change', that resonate with your comments: http://www.nick-wright.com/1/post/2012/12/change-leadership-principles.html. Would be interested to hear your thoughts on it. With best wishes. Nick

Reply
Barbara Perino
4/1/2013 07:15:51 am

Nicely written Nick.

Reply
Nick Wright
5/1/2013 07:29:54 am

Thanks for your encouraging feedback, Barbara. With best wishes. Nick

Reply
Jenny Branton
4/1/2013 02:50:28 pm

Very interesting article thank you. I love the analogy of the marathon.

Reply
Nick Wright
5/1/2013 07:33:02 am

Thanks Jenny. I found that analogy quite compelling too! With best wishes. Nick

Reply
Sabine Pitcher
5/1/2013 01:33:00 am

Transition as the psychological element of change is an interesting perspective - but can lead to confusion.
I occasionally support servicemen and women leaving the Armed Forces in their transition into civilian organisations - the term "change" wouldn't be appropriate. But the transition has to be a physical and a psychological one. (In this context, I would stay clear of the spiritual sphere ...)

Reply
Nick Wright
5/1/2013 07:42:35 am

Hi Sabine and thanks for the note. I agree with you that the language of 'change' and 'transition' can be confusing! Bridges uses 'transition' in a specific sense to refer to a particular phenomenon, aiming to contrast it, I guess, with some of the more practical aspects of change management more akin to, say, project management.

I was interested to hear of your work as my sister used to work in a similar field, enabling service personnel to transition to civilian life. I agree that, in practice, we can't separate out psychological and practical aspects as they are so integrally linked. Nevertheless, I find Bridges' distinction useful as it helps ensure the psychological aspects are not neglected.

I was curious about your comment, 'In this context, I would stay clear of the spiritual sphere'. Could you say more? With best wishes. Nick

Reply
Keri Phillips
5/1/2013 07:28:50 am

Some further thoughts on the leader, prompted by Billy's post:
1. I agree that sometimes the leader can be rushing ahead and not be sufficiently engaging others in the change process. On occasion, this can be prompted by a desire ( inside or outside awareness) to escape the pain/ awkwardness/ conflict of the present. This can then lead to a vicious circle where the 'unfinished business' of the present simply accumulates, becoming more scary and apparently unmanageable ; this can then make rushing into the future even more attractive for the leader/s.
2. The leader may scarcely be ahead of those she is leading; she may even be in essentially the same place if she decides that the change process truly requires genuine co-creation ; that, for example, diagnosis, action and review is a shared responsibility.
3. The leader can sometimes be behind/ fall behind those he is leading. This can be for various reasons. One might be that he had not realised what he might unleash/ uncover/ stimulate through prompting change. Another reason, sometimes linked, is that the leader suddenly finds himself ' holding' ( in the Winnicott/ psychoanalytic sense) the emotions of those he is leading. That is, he is seen by others in the organisation as the father figure and may be implicitly expected to ' make everything ok'. If the leader, again inside/ outside awareness, buys into this then he may feel himself to be burdened - there will be the practical challenges to be embraced but also staff who may, at an emotional level, be at a variety of ages.

Reply
Nick Wright
5/1/2013 08:05:21 am

Hi Keri and thanks for sharing such stimulating insights. I liked your distinctions between 'ahead, alongside, and behind' experiences of and approaches to leadership. I also found it helpful how you identified some of the underlying psychological and cultural phenomena that may influence how a leader behaves and, indeed how others engage or respond. It reminded me of the recent 'Arab Spring' phenomenon where leadership emerged within the general populations, leaving the formal state leaders struggling to respond. It raises interesting questions about where leadership is held, how it emerges, what influences change, how human systems reach tipping points etc. With best wishes.

Reply
Keri Phillips
5/1/2013 08:24:40 am

......your mentioning the Arab Spring then reminds of the ways in which maximum interconnectedness ( as with new technology ) can mean both maximum vulnerability and maximum potency .........but I guess that is, in some ways, a whole new conversation! :-), k

Nick Wright
5/1/2013 08:23:14 am

Hi Keri and thanks for sharing such creative, practical interventions (above). I loved the examples you described: wisdom of the child; gifts of the universe; rituals; door handle dynamics. Have you written more about your experiences of these elsewhere? I would be very interested to hear more. I haven't read Clarkson's writings on parallel process but have found her work on Gestalt therapy very stimulating. I'll do a Google search! With best wishes. Nick

Reply
Keri Phillips
5/1/2013 09:02:12 am

I've written a paper on the transition curve and the Jungian shadow - I'll send you a copy next week. Also, those interventions are described more fully in my short book, ' Coaching and Betrayal'. I'll check your web-site for your postal address and send you a complimentary copy. Unfortunately it is not yet in e-format. K

Reply
Edwina Love Lawrence
5/1/2013 09:01:23 am

Always appreciative of Keri's insight on change and thanks Nick for starting the discussion! A couple of points re leaders during change; they are often under pressure from above, below and from their own internal stuff to go for the "tarzan swing" ( Sabina Spencer calls it the "should line", and Keri describes it in his paper) to move into "setting" a change too quickly thus avoiding the discomfort of the neutral zone. It takes a strong leader to say " I don't know..." and access the energy in the Shadow. Re parallel process, I have certainly had to do some challenging personal shadow work when coaching folks undergoing fundamental organisational change - what an adventure!

Reply
Nick Wright
5/1/2013 09:08:17 am

Hi Edwina and thanks for the note. I agree that leaders often face internal and external pressures from a variety of sources before, during and after change. Such pressures can evoke the best or, at times, defensive or regressive behaviours. I haven't heard of the 'tarzan swing' or 'should line' before...can you say more? I agree that it can take a strong leader to say, 'I don't know', partly depending on his or her cultural environment and background; what behaviours are expected, valued, affirmed, rewarded etc. I would be very interested to hear more about 'accessing the shadow' in the context or organisational change. Do you have any examples you could share of what it could look like in practice? With thanks and best wishes. Nick

Reply
Edwina Love Lawrence
5/1/2013 09:29:44 am

As I recall, the phrase Tarzan swing comes from some lovely simple work on transition based on the Kubler Ross curve, but I don't rememeber who wrote it, sorry - might have been Barrie Hopson. I will look it up! The " should line" is described by Sabina Spencer and John Adams in " Life Changes" , Paraview , 2002. RE examples , I'll be happy to share some experiences offline when I have finished processing some of the work I'm doing at the moment - it's still in supervision territory right now!

Pierre El-Hnoud
6/1/2013 01:09:18 am

I will avoid getting stuck in the semantic. Meaning that the definition given to Change and Transition can be easily reversed and still meet the purpose of the article.

So to putting in simpler terms, change is the transformation from State-A to State-B. What happens from start to end is the Transition period.

Change is direct and tangible, while as transition is unique to each individual, consequently in any change management process the emphasis should be on the requirement of the transition.

The reason is simple, although the required change is direct and clear, there is no guaranty that it will be successfully achieved unless the transition period is handled properly and at an individual level.

Reply
Nick Wright
6/1/2013 01:17:55 am

Hi Pierre and thanks for the comments. I agree with you that 'change' and 'transition' can hold different meanings in different contexts. Bridges uses 'transition' in a specific way to draw attention to a psychological experience and process and to help distinguish it from other dimensions of change leadership and management. I liked your comment that 'change is direct and tangible, while transition is unique to each individual'. I wonder if another way to express this could be something like, 'change is an objective shift from A to B, transition is how a person subjectively experiences the shift.' I agree with you, too, that successful outcomes depend on careful attention to change and transition aspects. With best wishes. Nick

Reply
Louise Jones
6/1/2013 02:43:13 am

A really interesting and thought provoking article, which really resonates with my experiences over the last three to four years.

In particular, the observation that too much emphasis on the future can seem insensitive and prevent individuals from expressing their sense of loss or, perfectly reasonable, dissatisfaction with the changes, struck a chord. Having witnessed this first hand, it has led to the loss (in terms of motivation as well as physical) of talented individuals, and an active backlash against the leaders in question. Counterproductive in the extreme.

Patience, and engagement with each individual's transition are what strike me as the core continuing behaviours for leaders through a change and transition period.

Reply
Nick Wright
6/1/2013 04:29:09 am

Hi Louise. Thanks for your affirming feedback. Yes, it can be quite a challenge for leaders who have engaged in their own journey of visioning and strategising to find the necessary patience to take others who haven't yet travelled that journey with them. This is particularly the case, I think, when personality/disposition or internal/external pressures on an organisation demand a fast change in focus or direction. You may be interested to see Rosabeth Moss Kanter's work in this area if you haven't come across it before, e.g. http://www.nick-wright.com/1/post/2012/12/change-leadership-principles.html. I would be interested to hear what you think. With best wishes. Nick

Reply
Sarah Hinson
6/1/2013 08:28:26 am

Thanks, Nick, for this reminder of the Bridges model and your helpful reflections. I also think there's a whole dimension in the tranisition process which is concerned with choice. It's not just that the decision-makers who've instigated the transition are ahead of everyone else in having done the thinking, processed the implications etc ("started the journey"); it's the fact that they've participated in creating a different future by making certain choices. They therefore have a different relationship to that future, arising from the thrill/satisfaction/fulfillment of creative self-expression through the exercise of choice. Even though "consultation" or communication exercises may follow these can simply leave everyone else with the single choice of whether to accept or resist the changes - not a very creative or energising place to be.

So, this suggests to me the need for scoping in as much creative choice-making as the transition process can stand, at every level and every stage. I think this could result in some very exciting - perhaps radical - change management plans?

Reply
Nick Wright
6/1/2013 08:54:25 am

Hi Sarah and thanks for your helpful comments. I agree with you that choice plays a very important part in how people experience and respond to change and transition. I really like the way you describe how those involved in creating a future can experience 'thrill, satisfaction and fulfilment of creative self-expression', something that feels very different indeed for those who are simply expected to respond to it. It's an entirely different psychological dynamic. I like your idea of building 'as much creative choice-making' as possible into a change and transition process, something that resonates well with Rosabeth Moss-Kanter's approach: http://www.nick-wright.com/1/post/2012/12/change-leadership-principles.html. With best wishes. Nick

Reply
Sydney Metrick PhD
6/1/2013 08:55:51 am

Another two cents: French anthropologist, Arnold van Gennep coined the term rite of passage, and describes one as having three stages: separation of the individuals involved from their preceding social state; a period of transition in which they are neither one thing nor the other; and a reintegration phase in which through various rites of incorporation they are absorbed into their new social state. Typically these transitions apply to major life events such as birth, entry, initiation, demonstration, attainment and death according to cultural anthropologist, Angeles Arrien. You might also consider the stages to be: beginnings, mergings, cycles, endings and healings. (Beck and Metrick-The Art of Ritual)

Reply
Nick Wright
6/1/2013 09:00:48 am

Hi Sydney and thanks for the note. I liked the parallels you shared with insights from anthropology. The three stages in van Grennep's rite of passage sound very similar indeed to the stages described by Bridges. It's a helpful reminder that (a) transitions are a part of ordinary life, (b) rituals can be helpful in supporting transitions and (c) helping people see how they have dealt with previous life transitions could help them gain insight in how they may deal with current transitions. With best wishes. Nick

Reply
Denise Zaporzan link
7/1/2013 03:13:04 pm

Thanks Nick for your article and thoughts on leading through transition. I always find most interesting (in the change management facilitations I have done), the look on attendees faces when change is defined as having both an external and internal factor - specifically the realization of, followed by the understanding of transition. Although leaders need to champion change and be the first to change, it is important for them to have a high level of awareness. Most challenging is the need to lead both intellectually and emotionally. Thanks again for the insightful post. Denise

Reply
Nick Wright
9/1/2013 09:14:27 am

Hi Denise and thanks for your encouraging feedback. Yes, organisations and leaders often appear to focus on practical aspects of change management without a corresponding focus on the psychological aspects. It sounds like you agree with Funmi (above) that handling transitions aspects well calls for high degrees of emotional intelligence. With best wishes. Nick

Reply
Mannie Samuels
13/1/2013 03:16:02 am

I like the change vs transition comparison and would offer that with change past successes can sometimes be devalued or even lost, while the building nature of transition provides easier access to more participants. Thanks for the article.

Reply



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