Bridges Transition Model

The Bridges transition model was first introduced by William Bridges in his 1999 book Managing Transitions. The model, which is underpinned by research in human psychology, posits that an employee transitions through three stages after organizational change occurs.

Aspect	Explanation
Concept Overview	– The Bridges Transition Model, developed by William Bridges, is a framework for understanding and managing the emotional and psychological aspects of transitions and change, particularly in organizational contexts. This model recognizes that change often involves a process of endings, neutral zones, and new beginnings, each of which requires different strategies and support. It emphasizes the importance of addressing the emotional and human aspects of change alongside the practical and structural aspects.
Three Stages	– The Bridges Transition Model is structured around three distinct stages: 1. Endings: In this stage, individuals and teams must acknowledge and let go of the old ways, routines, or structures that are being replaced. It can involve grief, resistance, and uncertainty as people say goodbye to the familiar. 2. Neutral Zone: The neutral zone is a period of ambiguity and exploration. It’s a time when the old is gone, but the new is not yet fully formed. Creativity and innovation often emerge during this phase, but it can also be marked by anxiety and discomfort. 3. New Beginnings: In the final stage, individuals and teams embrace the new reality and start to develop a sense of stability and direction. It’s a time of commitment and energy as people actively engage with the changes.
Role of Leadership	– Effective leadership during transitions involves recognizing the emotional challenges people face and providing support and guidance through each stage of the model. Leaders must communicate a clear vision for the future, offer empathy and understanding during endings, foster creativity and experimentation in the neutral zone, and celebrate successes in the new beginnings.
Applications	– The Bridges Transition Model is applied in various contexts: 1. Organizational Change: It helps leaders and change managers navigate transitions during restructuring, mergers, or process changes. 2. Career Transitions: Individuals use the model to manage career changes and personal development. 3. Life Transitions: It aids in coping with major life changes such as retirement, relocation, or loss. 4. Team Development: Teams can apply the model to adapt to new roles, goals, or structures.
Benefits	– The model offers several benefits: 1. Improved Change Management: It provides a structured approach to change management that addresses the emotional and psychological aspects of transitions. 2. Reduced Resistance: Acknowledging and supporting endings can reduce resistance to change. 3. Enhanced Creativity: The neutral zone encourages creativity and innovation. 4. Smooth Transition: By managing the emotional aspects of change, the model helps organizations and individuals make smoother transitions.
Challenges	– Challenges in applying the Bridges Transition Model include the need for effective communication, empathy, and patience during the different stages. Some individuals and organizations may resist the model’s focus on addressing emotions and may prioritize practical aspects of change.

Understanding the Bridges transition model

The Bridges transition model is a framework for managing organizational change based on the human response to three distinct phases.

Fundamentally, the Bridges transition model helps change management experts best support employees through the change process which is often uncomfortable and can cause a lack of productivity.

The primary difference between this model and similar frameworks is that it focuses on transition as opposed to change. At first glance, the two terms may appear interchangeable – but there is a subtle difference.

Change is caused by an external event, is often abrupt, and occurs whether an employee wants it to happen or not. Conversely, transition tends to play out more slowly and describes the internal machinations of an employee’s mind as the change occurs.

Bridges also argued that implementing organizational change was far less difficult than the psychological transition required of employees impacted by the change. To that end, he called on leaders to display empathy and not discredit or discount employee feelings during the transitional process.

The three phases of the Bridges transition model

The three key phases of the Bridges transition model are listed below, with each phase associated with distinct positive and negative emotions.

1 – Endings

In the first phase, leaders must help employees start to let go of the status quo and embrace a new future. Employees must identify what they are losing and also what they are keeping, as many equate change with termination or redundancy.

This phase is characterized by sadness, frustration, and loneliness, with more positive individuals meeting change with relief, happiness, or even excitement. In any case, this is the most important phase to get right since a lack of employee buy-in may jeopardize the success of the change initiative itself.

2 – Neutral zone

The neutral zone is the phase that represents a metaphorical bridge between the old and the new. Employees can be uncertain or confused about what the future holds and may experience stress from an increased workload as they work under new systems. Other employees will display skepticism toward the initiative or anxiety about their new role, status, or identity.

This is a time when employees should be gently encouraged to break free of old ways of operating and embrace creativity, innovation, and excitement.

3 – New beginnings

In the third phase, new systems, procedures, and processes become the new normal. Some employees will be energized or relieved upon reaching this point, while others will remain uncertain, unmotivated, confused, or unwilling to commit.

For the latter group of employees, leaders can instill a sense of purpose, clearly explain their new role in the company, and outline how they can make effective and personally meaningful contributions.

Case Studies

Case Study 1: Company X – Implementing Organizational Change

Ending, Losing, Letting Go: Company X, a multinational corporation, decided to implement a new enterprise resource planning (ERP) system to streamline operations. The transition involved significant changes in processes, workflows, and job roles. Employees had to let go of familiar systems and routines, causing uncertainty and anxiety about job security and competence with the new system.

Neutral Zone: During the transition, employees experienced the neutral zone, characterized by confusion and ambiguity. They faced challenges adapting to new processes and learning unfamiliar tools. Company X provided training sessions, workshops, and support resources to help employees navigate the neutral zone. Managers encouraged open communication and addressed concerns to minimize resistance and foster acceptance of the change.

New Beginning: As employees gained proficiency with the new ERP system and adapted to the changes, Company X entered the new beginning phase. Employees began to see the benefits of the new system, such as increased efficiency, streamlined workflows, and improved collaboration. Recognizing employees’ efforts and celebrating milestones, Company X reinforced a positive outlook and motivated employees to embrace the change fully.

Case Study 2: Company Y – Merging with Another Firm

Ending, Losing, Letting Go: Company Y, a medium-sized firm, announced a merger with another company in the same industry. Employees faced the prospect of job redundancies, restructuring, and changes in organizational culture. Many employees experienced feelings of loss, uncertainty, and fear about the future, including potential layoffs and changes in job responsibilities.

Neutral Zone: During the merger transition, employees entered the neutral zone, marked by uncertainty and ambiguity. They grappled with integrating different work cultures, processes, and systems from the merged company. Company Y provided forums for employees to voice concerns, seek clarification, and participate in decision-making processes. HR conducted change management workshops and provided counseling services to support employees through the transition.

New Beginning: As the merger transition progressed, Company Y entered the new beginning phase. Employees began to adapt to the new organizational structure, processes, and work environment. They formed cross-functional teams, built new relationships, and identified opportunities for collaboration. Company Y encouraged a sense of unity, shared purpose, and optimism about the future, fostering a culture of resilience and adaptability amidst change.

Case Study 3: Company Z – Implementing Remote Work Policy

Ending, Losing, Letting Go: Company Z, a technology firm, decided to implement a remote work policy in response to the COVID-19 pandemic. Employees transitioned from traditional office-based work to remote work arrangements. While the new policy offered flexibility and work-life balance, employees experienced loss of in-person interaction, social connections, and separation from the office environment.

Neutral Zone: During the transition to remote work, employees entered the neutral zone, characterized by adjustment challenges and emotional turbulence. They grappled with establishing new routines, managing work-life boundaries, and adapting to virtual communication tools. Company Z provided virtual training sessions, wellness resources, and online social events to support employees’ well-being and help them navigate the transition effectively.

New Beginning: As employees adjusted to remote work and embraced digital collaboration tools, Company Z entered the new beginning phase. Employees experienced increased autonomy, productivity, and job satisfaction in their remote work setups. Company Z recognized the benefits of remote work, such as cost savings, talent retention, and access to a global talent pool. By fostering a culture of trust, flexibility, and empathy, Company Z successfully transitioned to a remote work model and positioned itself for long-term success in a changing work landscape.

Key takeaways:

The Bridges transition model is a framework for managing organizational change based on the human response to three distinct phases.
The primary difference between the Bridges model and similar frameworks is that it focuses on transition as opposed to change. Change is a sometimes abrupt event caused by an external factor that the employee does not control. Transition, on the other hand, is a gradual process that relies on a positive mindset to be successful.
The three phases of the Bridges transition model are endings, neutral zone, and new beginnings. The first phase is arguably the most important since it deals with fostering employee buy-in.

Key Highlights

Introduction of Bridges Transition Model: The Bridges Transition Model was introduced by William Bridges in his book “Managing Transitions” in 1999. This model focuses on the psychological aspects of organizational change and how employees transition through different stages in response to change.
Framework for Managing Change: The Bridges Transition Model offers a framework for effectively managing organizational change by understanding and supporting employees through the emotional and psychological journey that change entails.
Transition vs. Change: One of the main distinctions of this model is its focus on transition rather than change. Change refers to the external event that occurs, while transition encompasses the internal process that individuals go through as they adapt to the change.
Employee Experience: Bridges emphasized that the psychological transition experienced by employees during change is often more challenging than the actual implementation of the change itself. Leaders are advised to show empathy and acknowledge employees’ emotions during this process.
Three Phases of the Model:
- Endings: In this phase, employees are guided to let go of the old ways and embrace the impending change. People may experience emotions like sadness, frustration, or relief. Effective communication and support are crucial during this phase.
- Neutral Zone: This phase is a transitional period between the old and the new. Employees might experience uncertainty, stress, and skepticism. Encouraging creativity and innovation is important to help employees adapt to new systems.
- New Beginnings: The final phase marks the establishment of new systems and procedures as the norm. Employees may feel a mix of energy, relief, uncertainty, or hesitation. Leaders need to provide clarity, purpose, and motivation to help employees thrive in this new phase.
Employee Buy-In: The Endings phase is particularly crucial as it sets the tone for employee buy-in. Successfully navigating this phase increases the likelihood of successful change implementation.
Emphasis on Mindset: The model underscores the importance of employees’ positive mindset and emotional well-being during the transition. Leaders need to acknowledge emotions, address concerns, and provide the necessary support.
Supporting Employee Transition: The Bridges Transition Model offers guidance to leaders on how to support employees at different stages of transition, facilitating a smoother change process.

Comparison’s Table	Bridges Transition Model	Kubler-Ross Change Curve	Lewin’s Change Management Model
Type	Transition management model focusing on individual and organizational change.	Change curve model emphasizing the emotional stages of change.	Change management model focusing on the three stages of change.
Purpose	To understand and manage individual and organizational transitions effectively.	To identify and address emotional responses to change among individuals.	To plan and implement organizational change effectively.
Key Components	– Ending, Losing, Letting Go: Recognizing and accepting the need for change. – The Neutral Zone: Transitioning from old to new ways of thinking and behaving. – The New Beginning: Embracing and integrating the change into daily life.	– Denial: Resisting or denying the need for change. – Anger: Expressing frustration and resistance to change. – Bargaining: Seeking alternatives or compromises to avoid change. – Depression: Feeling sadness or loss associated with change. – Acceptance: Embracing the change and adapting to new circumstances.	– Unfreeze: Creating awareness of the need for change and overcoming resistance. – Change: Implementing new processes, systems, or behaviors. – Refreeze: Embedding the change into organizational culture and ensuring sustainability.
Application	Used to manage individual and organizational transitions, such as mergers, acquisitions, or restructuring.	Applied to understand and address emotional reactions to change during organizational transitions.	Utilized to plan, implement, and sustain organizational change initiatives effectively.
Focus	Focuses on managing the psychological and emotional aspects of change for individuals and organizations.	Focuses on identifying and addressing emotional responses to change among individuals.	Focuses on planning and implementing organizational change while considering resistance and inertia.
Benefits	– Helps individuals and organizations navigate transitions more effectively. – Provides a framework for managing resistance to change. – Promotes acceptance and adaptation to new circumstances.	– Increases awareness of emotional reactions to change. – Helps individuals cope with and overcome resistance to change. – Facilitates acceptance and integration of change into daily life.	– Creates a structured approach to managing organizational change. – Addresses resistance to change and fosters buy-in from stakeholders. – Ensures successful implementation and sustainability of change initiatives.