The Bridges transitioning model
All change and transition begins with an ending, in that something must cease in order to make way for a new picture. This is the underlying principle of the William Bridges' Transitioning Model, which describes three stages of adjustment during change.4
1. The ending phase – signals to employees that something is changing, and the old model will eventually cease. When presented with change, employees enter this phase and it can lead to emotional upheaval and resistance. If not managed well, some can remain in it and impede progress.
2. The neutral zone – somewhere between the old ways of doing things and the start of the new ways. It has been shown that those most affected by change are often confused and uncertain during this period.
3. The beginning phase – energetic movement to and acceptance of a new world. Employees have more energy, are open to learning and committed to their new roles.
Each phase is peppered with challenges. Recognising and addressing such issues will enhance the success of any change initiative.
Bridges' transitional model*
| Stage | Challenges and pitfalls | Approaches |
| The ending phase |
Lack of clarity about the change programme Employees not invited to engage in the change process Lack of acknowledgement that employees need time to accept change (people may grieve for what is lost) |
Communicate early and keep employees informed. Set a clear direction. Involve employees and show how their skills, experience and knowledge can support change. Listen and manage employee concerns and fears Explain what was good about the old model. What did not work? Emphasise the WHY for change. Explain how you will support change (e.g. training, resources) |
| The neutral zone |
Low morale and energy, impatience and reduced productivity. Resentment to and scepticism about the initiative. Old ways not yet finished and new ways not complete Continuing with top down approach. Anxiety about the future employee’s job, role, status and identity |
Keep communication going. Support and guide employees. Celebrate a few quick wins. Feedback to employees Lead by example. Invite staff to ask questions, make suggestions or produce new ideas |
| The beginning phase |
Do not link change objectives to employee goals Leader does not celebrate or reward achievements A lack of recognition that employees transition at different rates |
During this phase, employees need:
|