William Bridges transition model for supporting change

Professionally, most if not all employees face uncertainty during periods of change and transformation throughout their careers. Even if these changes are necessary for the development of the company. William Bridges, an American consultant in change management, developed a useful action plan for change management to help reduce professional resistance. His model is a well known guide, used by managers to help guide their employees through each transition phase involved in a transformation process. Instead of imposing a change, which can sometimes be unsettling, we allow the individual to adapt through a transitional process. It can take more time, but is more beneficial long term. In this article, we explore the 3 stages of William Bridges transition model.

What is the Bridges model used for?

William Bridges transition model was designed to help any individual take ownership and accept the consequences of a change project. Managers can use it to facilitate employees in their organization. Bridges’ model can help to ease resists change and transform individuals that resist into advocates.

There are the 3 stages of Bridges transition model. Each stage of the transitional process has a specific objective, so it is important not to skip any phase. Not all employees are required to go through the stages at the same pace. The manager must offer each of them the opportunity to follow the transition process at their own pace.

What are the 3 stages of bridges transition model

Step 1: Letting go of the past

According to William Bridges, the majority of people resist change because they are afraid of the unknown. When a change is announced, your employees may feel disoriented and have a feeling of abandonment. They may experience anger, denial, frustration, etc. The first transition phase of Bridges’ change management process helps them stop fearing the unknown.

The manager must listen to all those who are afraid of losing their habits and routines. He must understand that it is normal for individuals not to wish to disrupt their way of life. It must therefore be reassuring to help them deal with all the emotions that prevent them from understanding the need for change.

The management manager must therefore be patient and always ready to give meaning to the change as well as to explain its future advantages. You must communicate as much as possible with your team about the support you will offer them after the change.

Step 2: Neutral zone

This transition phase is designed for good change management. In reality, the real fight begins once change is integrated into your team’s daily life. Employees may, for example, have difficulty using new management methods. You may then notice a drop in motivation and productivity.

To deal with possible regrets, criticism and fears, you need to be positive and encourage everyone. Notice your team’s successes and celebrate them with them. Take feedback into account and communicate with employees to re-motivate them. Do not hesitate, if necessary, to question new practices.

Step 3: New beginning

The final step in the process of transitioning to lasting change is to reward your team’s efforts. At this stage, your employees begin to experience the benefits of the change in the company. They adopt the new organization and carry out their new functions with joy.

To help your colleagues stay on track, don’t stop encouraging them. Encourage your team to take initiatives by promoting their positive results. Hold everyone accountable and set new individual goals.