Principles of Transition Management

You have to end before you begin

Frequently people talk about what's about to begin and there is no mention of what has to end. No one can develop a new identity or a new purpose until he or she has let go of the old one. It is best to deal with endings realistically and help people gain closure on the past. They will move on more readily and take advantage of what the future has to offer if you do.

Between the ending and the new beginning, there is a hiatus

In between letting go of the old way and taking hold of the new, there is a difficult journey through the wilderness or 'a time in between the trapezes'. This is a dangerous time when systems don't work well and people lose heart easily. People need to know that it is usual to go through a chaotic interim between letting go and taking hold again and that it's normal to be discouraged and confused by the experience. Build in temporary sources of support and ways that people can feel in control by being involved in decisions that affect them.

The hiatus can be a creative time

The same forces that make the in-between time difficult, mean that the normal resistances to new ideas and new behaviours don't work well either. For that reason, the interim is a potentially creative time, when new things can be introduced more quickly and easily than usual. This can be a time to step back and take stock, to try new things and a time to view every problem as an opportunity to abandon outmoded ways and create more adaptive and effective ones.

Transition is developmental

What ends is often not just a particular situation but a whole chapter and stage of development in the organisation's life cycle. Behind the scenes, a new organisation is taking shape. This is easier to see in retrospect, but it's worth remembering at the time that there is a purpose to all the distress and disturbance. Assist people to see that the old way was fine for its' time, but a new chapter is needed for a new day. It is also very important for managers to publicly identify, protect and carry forward the parts of the past that are valuable and still viable.

Transition is also the source of renewal

The leap from one stage of development to another, like comparable leaps in nature, releases energy. That is why organisations so often come out of a painful crisis with new energy and a new focus. Renewal for individuals or groups comes from going through transition successfully, not in time away from the situation. Emphasise the need to re-prioritise as a way of unloading irrelevant policies and procedures. Discontinuing the old ways can be a release, especially if it is paired with an effort to clarify and celebrate the new mission, strategies and the new identity that the organisation is growing into.

People go through transition at different speeds and in different ways

People get strung out along the path of transition like runners in a marathon. The leaders who designed the change are often far out ahead. They had a head start; they feel more in control of their fate and probably aren't as personally affected as many of the rank and file. Some people are more resilient during change. Leaders understand these things and communicate in terms that make sense from where people presently are, not just where the leaders are.

Most organisations are running a transition deficit

Many organisations don't give people a chance to complete the transition cycle. They think that they are saving time by hurrying people, but actually all they are doing is leaving people with still more unfinished business to carry along with them. Sooner or later the load will get too heavy, and some apparently small change will send the whole system into transition bankruptcy. To keep that from happening, slow down. Listen more and talk less. Investigate what old hurts and resentments may be getting in the way of people dealing directly with this transition. Do whatever you can to address them and lay them to rest. Build your case that this time will be different - and make sure it is!

The Timings of New Beginnings

Like any organic process, beginnings cannot be made to happen by a word or act. They happen when the timing of the transition process allows them to happen, just as flowers and fruit appear on a schedule that is natural and not subject to anyone's will. That is why it is so important to understand the transition process and where people are in it.

Only when you get into people's shoes and feel what they are feeling can you help them to manage their transition. More beginnings abort because they were not preceded by well-managed endings and neutral zones than for any other reason.

But if beginnings cannot be forced according to one's personal wishes, they can be encouraged, supported and reinforced. You cannot turn the key or flip the switch, but you can cultivate the ground and provide the nourishment. What you can do falls under four headings:

• You can explain the basic purpose behind the outcome you seek. People have to understand the logic of it before they turn their minds to work on it.
• You can put a picture of how the outcome will look and feel. People need to experience it imaginatively before they can give their hearts to it.
• You can lay out a step-by-step plan for phasing in the outcome. People need a clear idea of how they can get where they need to go.
• You can give each person a part to play in both the plan and the outcome itself. People need a tangible way to contribute and participate.