Simply put, Change is the "what" that is intended to become different. Transition is the "how" things will become different. The essence of successful change management is largely a reflection of how the transition process is facilitated.

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Implementing significant organizational change (transition) is a primary responsibility of management. The form and structure of an organization, the processes used, products and services provided, and the people hired, trained and assigned to jobs are the strategic responsibilities of those in management. The day-to-day responsibilities of what must be done to achieve success, rests with the majority of an organization's workforce. The differences between management and employee roles needs to be clearly understood when judging organizational performance.

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Poor performance cannot simply be blamed on workers who often do not control the methods and processes, the resources provided, and the goals set by managers. With that reality in mind, any discussion of change (transition) must take into account the realities of role differences between managers and non-managers. Additionally, managers, team leaders and other facilitators need to take into account and manage in ways that limit the realities of transition.

The Transition Process

From Current State >>> to Transition State >>>> to Future State

Old Roles >>>>>>>>>>>Confusion >>>>>>>>>>>>> New Roles

Comfort >>>>>>>>>>>>Discomfort >>>>>>>>>>>>>Comfort

Familiar >>>>>>>>>>>>Unfamiliar >>>>>>>>>>>>>>Known

Old Methods >>>>>>>> Experimentation>>>>>>>>>>Reliable Methods

Stability >>>>>>>>>>>>Ambiguity >>>>>>>>>>>>>>Stability

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Effective change management is really about transition management aimed at bringing about successful implementation of new methods, products, policies, services, facilities or other new realities. It means managing in ways that maximize opportunities for successful change and limit the effect of negative dynamics of transition such as listed below.

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Negative Dynamics of Transition

1. High perceived uncertainty and low stability. "We can't count on anything anymore."

2. High levels of Perceived inconsistency. "They keep changing the game plan."

3. High emotional stress on affected individuals. "There is more stress than before."

4. High energy, often without direction. "Ready, fire, aim."

5.  Control becomes an issue. "Who's in chargehere?"

6. Increased conflict. "You're wrong and Iwon't do that."

7. Past patterns of behavior become explicitlyvalued. "Why can't we do it the way we always have?"

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Given the realities of how people often respond to changeand transition, organizational leaders are best advised to manage themselves inways that take into account old mindsets, beliefs, values and beliefs of peopleimpacted by necessary changes.

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Considerations During Transition to Desired Changes

• People accept change that makes sense to them.

• People are capable of making significant changein their lives at any time.

• People's reactions are largely shaped by howtransition is handled.

• People need to feel secure about their jobs,families and themselves.

• People handle change best when they are incontrol of what they do and are able to make decisions about how they do it.

Positive Change-Transition Management Occurs When:

1. There is a shared VISION of an exciting future.

2. People know what to expect (a TRANSITION PLAN).

3. People have KNOWLEDGE and SKILLS needed.

4. People see MODELS of how others have coped.

5. People are REWARDED for new behaviors.

6. Transition is framed as an ADVENTURE andEXPERIMENTAL.

7.  Reasonable TIME is allowed for the transition.

8.  People are SUPPORTED when things are difficult.

9.  People PARTICIPATE in decisions affecting them.

10. Afterall others ways are tried, people HAVE TO!

The Challenge

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"We must learn to enlist people's HEADS (intelligence) and their HEARTS (caring) as integral parts of the work process, and not just their hands to be extensions of engineering technology." - J.Edwards Deming

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