Transition Management
guiding people through C H A N G E

your organization is going
through...
• Amalgamation/Mergers or
Acquisition
• Strategic Planning
• Process Re-engineering
• Succession Planning
the context

Is this what
you see?
look around you/into a mirror

You or your staff is
going through...
Change
Transition
chances are...

• Organizational Change requires us to
plan for and address the
human, process and technological
objectives to support the
implementation of the Vision
• Transition is the psychological
processes that people go through to
deal with change
• Both Transition and Organizational Change
Change Management is required
Transition
organizational Change vs. Transition

Detail plan to
Accurate deal with
Vision & Clarity Analysis of
Assessment of People, Proces
of Future State Gaps
Current State s and Tech
issues
organizational change

4. NEW
BEGINNING
3. NEUTRAL
ZONE
2. ENDINGS
1. CLEAR
VISION
stages of transition

Clear vision needs to
be established
when initiating
change.
stage 1 – Clear Vision

Dealing with Transition
• As change agents, it is important to
understand the stages of Transition
and the impact of each stage on
ourselves.
• Important then to prepare our teams
for transition and to understand our
roles in facilitating a successful
transition process for them.
stage 2 - Ending

WHERE ARE
WE GOING?
WHO IS
LISTENING
WHAT IS
GOING TO
LOSE WHAT?
VS CHANGING?
TELLING
Your staff and
yourself will be
WHAT WILL
asking these 4 key ACTUALLY BE
DIFFERENT
AFTER THE
questions CHANGE?
stage 2 - Ending

Clarity about
new vision is
required
where are we going?

Be simple
concise &
clear
what ’s going to change?

• The nature/scope of work
• Locations
• Services
• Structural
• Reporting Relationships
• Catchment area
• Other
w h at w i l l a c t u a l l y b e d i ffe re nt a f te r t h e
c h a n ge ?

• Best way to get people through
transition is to affirm their
experience and to help them
deal with it
• Understand how the world
looks to the people going
through the transition
• Not to do this inevitably
convinces people that we
don’t care about them
who is going to lose what?

• “One doesn’t discover new lands without
consenting to lose sight of the shore for a
long time” - Andre Gide
• Anxiety rises and motivation falls – self
protective
• Productivity suffers
• Old problems re-emerge
• Confusion and miscommunication
• Polarization between early adapters and late
adapters
IMPORTANT TO MANAGE AND NORMALIZE THE
NEUTRAL ZONE
stage 3 - neutral zone

Four Key Themes
• Be consistent
• Ensure quick successes
(small wins)
• Symbolize the new identity
• Celebrate the successes
stage 4 - launching a new beginning

• Figure out what is actually changing
for you
• Decide what is really ending for you
• Identify what is continuing for you
• Recognize the symptoms of the
neutral zone in you
• Take time-outs
• Use the neutral zone as an
opportunity to take stock
• Consider your possibilities in a new
light
take good care of yourself

Barnes Management Group
1 Yonge Street. Suite 911
Toronto, Ontario
(416) 977-3811
info@barnesmanagementgroup.ca
www.barnesmanagementgroup.ca
twitter.com/#!/BarnesMgmtGroup