Bill Bridges' Transition Work

Bill Bridges distinguishes between change and transition.  He describes change as external to us as individuals - the new team, boss, organisation structure, or whatever. Change can happen quickly and is events paced. It does not guarantee that you or anybody else is on board with it.

Transition is an internal adjustment process that we all go through when we experience change. We experience it differently and at our own pace.

We work with people to guide them through the three phases of transition, to move to a new way of working.

Managing Transition has a double impact - on the organisation and on individuals. The effect is to help clients manage the disruptive effects of change, capitalising on the creative opportunities that it presents. Employees are energised and become more productive.

We are licensed to deliver Bill Bridges' seminars and conduct consultancy work based on his Transition model.

Transition management complements the content or project management approach to change. The content approach seems to us, to be around planning events and processes but frequently neglects the human dimension and often disappoints. The change happens but the people are left behind, disaffected or merely 'survivors'.

Transition management is therefore complementary to content driven initiatives. It focuses on developing a process that fosters employee commitment and builds necessary employee skills. It also deals with questions of organisational transformation aimed at turning today's high levels of change from a source of chaos to one that drives competitive advantage.

A recent development for us has been the strengthening of our relationship with Canadian based Sundance Consulting. Chris Edgelow of Sundance worked for many years with Bill Bridges and brings a wealth of experience in this area. He recently ran a client seminar for us in Scotland.

To see the 7 rules of Transition Management, click here

Transition Programmes include:

Non Stop Change : for leaders driving the change agenda

Personal Transition: for individuals at all levels

Leading Organisational Change : for managers implementing change

Contact us for further details

Project description - Achieving Merger Synergy

Client

A newly merged oil major operating in the North Sea

Issues

This merged business was concerned to achieve merger synergy in its North Sea upstream operations by reducing costs and increasing production output. Key players recognised that this would largely be determined by securing buy-in from everyone involved in the organisation.

Needs

To achieve merger synergy as soon as practicable

To minimise the negative impact on people during a period of turmoil

To minimise 'survivor syndrome' which had been experienced by one of the companies during a previous reorganisation.

To establish robust processes for selection of new teams

To begin a culture integration process

Project outline

With a team from our business partners the Taylor Clarke Partnership, worked with the company Integration Team to plan a support programme for managers and others through a time of significant change, including a major headcount reduction. Developed an approach based on the work of William Bridges and his Transition methodology.

This involved working with managers to help them through their personal adjustment to change, including personal career uncertainty. Then used insights gained to help them devise a series of interventions aimed at helping their people through a turbulent time, including a prolonged selection process. Worked on developing a practical toolkit including conducting difficult conversations.

Second phase of programme involved short group sessions for staff generally, to help them come on board with a series of changes.

Final stage involved a series of 20+ team alignment sessions to ensure common strategic focus and begin the process of team development for newly formed teams.

Results

Successful selection and appointment to new teams

Reduction in expected survivor syndrome.

Protected employer's reputation in community as an enlightened employer

Evaluation established overwhelming support for the initiative and its positive impact

Successful team alignment

Limited staff attrition in key groups to 1.5% over 15 months.