What is Bridges' Leading Transition Model, and what are best practices, tools and templates for teams and organizations?
Definition of Bridges' Leading Transition Model
Bridges’ Leading Transition Model is a change management model that describes the stages of transition that individuals go through when they experience change. These stages are ending, losing and letting go, the neutral zone, and the new beginning. This model primarily focuses on transition and provides managers with guidance on how to help individuals navigate through the transition stages so that they are ultimately more accepting of the change.
Description of Bridges' Leading Transition Model
Bridges’ Leading Transition Model is very careful to differentiate between “transition” and “change.” Bridges states that change is a inevitable part of life that occurs whether people like it or not. On the other hand, transition denotes the internal processes that occur in individuals when they experience change. Transition stages occur in a linear fashion, but individuals progress through the stages at their own pace.
- Ending, Losing and Letting Go – When individuals first encounter change, they tend to have adverse reactions — a natural response when individuals are forced out of their comfort zone and need to let go of what is familiar to them. During this time, many individuals are likely to experience negative emotions such as fear, anger, frustration and uncertainty among others. Bridge emphasizes how critical it is for managers to recognize these emotions. He advises managers to encourage individuals to discuss the way they are feeling, frequently communicate about the changes, specifically pointing to how the individuals skills and abilities will help to facilitate the change and be applicable after the change occurs and discuss how the manager will help to ensure the individual will be able to function effectively in the new work environment. In addition, Bridge acknowledges that giving individuals an appropriate amount of time to embrace the changes is a critical step towards acceptance.
- The Neutral Zone – After the change has occurred, it takes time for those affected to develop a new routine and acclimate to the new work environment. During this transition stage, individuals might be confused about or uncertain of their new roles and responsibilities, and due to this uncertainty might not be as productive. In addition it is possible that individuals still harbor unresolved anger, anxiety or discontent with regard to the change. As such, it is essential for managers to provide these individuals with as much clarity and instruction as possible. This can be accomplished when managers frequently meet with, give performance feedback and set small, easily attainable goals to motivate and excite these individuals. In addition, it is important for managers to assist their employees in managing increased workload during this time.
- The New Beginning – When people have accepted the change and developed new habits, they tend to be very motivated, productive, and passionate about their new roles. In order to sustain this stage, managers must reward these individuals for all of the effort they have put in during a difficult time. Additionally, managers must be transparent about the successes that are a result of the change.
Tools & Templates
The tools managers can use to guide their employees through the stages in Bridges’ Leading Transition Model are often communicated in presentations, spreadsheets, and other strategic documents.
upBOARD's Online Bridges' Leading Transition Model Tools & Templates
Unlike most traditional Change and Transition Model templates in MS Word, Excel, or PowerPoint, upBOARD’s online Bridges’ Leading Transition Model collaboration tools allow any team or organization to instantly begin working with our web templates and input forms. Our digital platform goes far beyond other software tools by including progress dashboards, data integration from existing documents or other SaaS software, elegant intuitive designs, and full access on any desktop or mobile device.
Learn more about upBOARD’s portfolio of other change management best practice tools and templates, including:
AIM Accelerated Implementation Methodology, Beckhard & Harris Change Process, Boston Consulting Group Change Delta, Brainstorming, Bridges’ Leading Transition Model, Burning Platform, Case for Change, Change Fatigue, Change Management Curve, Change Management Impact Analysis, Change Management Maturity Model, Change Management Levers, Change Management Plan, Change Management Roadmap, Change Proposal, Change Readiness Assessment, Change Resistance Management Plan, Change Risk Assessment, Change Success Metrics, Communications Planning, Core Values, Deming Change Cycle, EASIER Change Management, Employee Engagement Plan, Feedback Capture Grid, Focus Groups, Geert Hofstede’s 6 Dimensions of Culture, GE Change Acceleration Process, Go-Live Planning, Head, Heart and Hands Model, Kotter’s 8-Step Change Model, Kubler Ross Change Curve, Lewin’s Change Management Model, Maurer’s 3 Levels of Resistance, Nudge Change Model, People Centered Implementation, Performance Support, Process Mapping, Sponsor Roadmap, Stakeholder Analysis, Stakeholder Interviews, Switch Change Framework, User Acceptance Testing, VRIO Framework and What’s In It For Me (WIIFMs).