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Managing Transitions: Making the Most of Change, by William Bridges Susan Bridges
Ebook Free Managing Transitions: Making the Most of Change, by William Bridges Susan Bridges
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Product details
Paperback: 192 pages
Publisher: Da Capo Lifelong Books; 3 edition (September 22, 2009)
Language: English
ISBN-10: 0738213802
ISBN-13: 978-0738213804
Product Dimensions:
7.4 x 0.4 x 9.2 inches
Shipping Weight: 12 ounces (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
162 customer reviews
Amazon Best Sellers Rank:
#70,822 in Books (See Top 100 in Books)
I was recommended to read this book by someone who was advising me on transitions in life, relationships, etc. I didn't do any further research beyond my friend's recommendation and soon found out this is more of a business/management book. Not a bad thing obviously, but I am not the intended target audience. Hence my 5-star review.
If you are getting ready to go through a major reorganization, software change, or other change where your employees will have to learn new ways of doing things, you should read this book. It has great concrete ideas for helping you through each stage of the change. I bought copies for all my managers as we were getting ready to change organizational structure and IT systems. It was just what we needed to make these chnges successfully.
An invaluable book about managing transitions. Bridges has written a ton of books on transitions and management. This book is a great book on the subject. It walks readers through the stages of transition that begins with the ending of something and end with the beginning of something new. Sound confusing? Bridges makes it sound simple. This book has amazing examples and case studies that really helps the reader to understand what the author is driving at. This is .a must read for any leader about to take an organization through a change or transition
I have used this book in my work as an educational administrator, college professor and consultant.It is the best I have every found on the topic of leading yourself and other through a change process andunderstanding why many people have trouble making transitions.I have never found a better book for this help.
This is another book that must be read for the Doctor of Ministry degree at Harding Graduate. You might all be bored with all the books on church fights by now, but I hope you are growing in your awareness of some of the material that will help your ministry. As I continue to journey into this line of study, I am amazed at how poorly churches manage transition or change in a congregation. The leaders in most congregations have little understanding of this process which leads to fights and splits. If leaders were more aware of the dynamics of change there would be better results in the future. This book is another excellent text on the transition process. There is really a big difference between a change and a transition. Most congregations go through transitions and not really change. There are three stages in the transition process which are endings, neutral zone, and new beginnings. This book is written from a business perspective but is very helpful to the church culture. If a congregation is seeking a new vision or direction or revitalization, this is a book that ALL the leaders must read.
This book helped me understand the ways that people in my organization experience change, and also helped me become more perceptive to change. There are a lot of things that happen in our organization that I didn't really notice as significant changes, but this book helped me realize how deeply those changes can be felt, and how important it is to manage the transitions well lest the difficulty of staff in making the transition undermines the potential of the change to greatly benefit the company. Very well written, with lots of good advice. Not too long, and every piece is useful. Plus, the check lists at the end of each chapter help recap and make the advice concrete.
The focus of the venture capital community is on the change a new disruptive company intends to bring to the world, and little, if any, attention is paid to the changes and transitions that the company, as it moves from concept development to full commercialization, will have to negotiate to achieve its vision. "Transition Management" provides an excellent `how to' book for young, fragile companies as they negotiate the never ending changes and transitions that they will be forced to make.As author William Bridges points out, change is situational and transition is psychological. "People are the ones who have to embrace new situations and carry out the corresponding changes. The psychological shifts that accompany the situational shifts can be difficult for people and must be managed to have everyone on board." Change and transition management is crucial to focus, execution, and organizational productivity.Those of us experienced in start-up management know first hand the changes that we will have to manage - some expected, some unexpected. But few of us have been schooled in the management of the transition that accompanies change. Generally, decisions to create change are made and implemented whether the people are on board or not. A spirit of "they will have to just accept them" is the operative mantra.But, as Bridges points out so well, we can do much to ease these transitions and keep our employees "on-board and involved." It is self-defeating to try to overcome people's resistance to change without addressing the threat that change poses to their world. For successful change to take place, people must have a purpose, a mental picture, a plan for, and a part to play in change. In short, successful change takes place only when everyone is actively involved.Key changes that create transitions that must be managed in a start-up include, but are not limited to:* The addition of new functions.* The addition/replacement of key executives.* The addition/replacement of key board members.* The addition of new, actively involved investors.* Significant workforce expansion/reduction.* Relocation to larger facilities.* The relocation of some functions to a second facility.* The addition of new actively involved investors.* The infusion of significant new capital.* The move from project management to multi-functional management.* The move from being privately held to being publicly held.* Events that affects cash usage, business value, and the ability to raise capital.Bridges shows us that transitions are a process by which people unplug from an old world and plug into a new world. They start with an ending and finish with a beginning. Once he explains the three phases of transition, he goes on to show how to manage the entire process.B-schools would be well advised to include a transition management course in their entrepreneurial studies programs. Changes of any sort - even though they may be justified in economic or technological terms - finally succeed or fail on the basis of whether the people affected do things differently. And it is this getting people to do things differently that comes through in this excellent book.
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