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Managing Transitions: Making the Most of Change (Your Coach in a Box) download epub

by William Bridges


Epub Book: 1411 kb. | Fb2 Book: 1352 kb.

William Bridges is a consultant and lecturer based in Mill Valley, California. Formerly a professor of English, he made a shift to the field of transitional management in the mid-1970's.

William Bridges is a consultant and lecturer based in Mill Valley, California. Out of his workshops grew a long career helping others through transitions. Past president of the Association for Humanistic Psychology, Bridges was rated by the Wall Street Journal in 1993 as one of the ten most popular executive development consultants in the United States. Series: Your Coach in a Box.

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Change and Transition Tool Kit Managing Change and Transition – An Overview. Knowing the roles that you and others play in a change initiative is essential to success

Change and Transition Tool Kit Managing Change and Transition – An Overview. Why is Executing Change so Challenging?1. Knowing the roles that you and others play in a change initiative is essential to success. Although you may play more than one role within a change, it is critical that you are clear about which role you are enacting at any one time. You must also work within the appropriate boundaries for that role. There are four key roles necessary for successful and sustained change efforts.

Business consultant William Bridges attacks an area of managing change that many not only avoid, but also do not even recognize-the human side of change. Directed at managers and employees in today's corporations, where change is necessary to revitalize and improve corporate performance, this book addresses the fact that it is people who have to carry out the change.

Chapter 1 Change vs. Transition Transition is what affects us, not change 2 Managing Transitions: Introduction Book arranged in 4 parts: Perspective on the difficulties of Managing change Test cases t. . Transition Transition is what affects us, not change. A transition starts with an ending. Presentation on theme: "Managing Transitions: Making the Most of Change William Bridges Author of the best selling Transitions. 2 Managing Transitions: Introduction Book arranged in 4 parts: Perspective on the difficulties of Managing change Test cases to apply your knowledge How to deal with non-stop change Another test case. 3 Chapter 1 Change vs. You have to let go to grab something new.

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Managing Transitions addresses the fact that it is people who have to carry out the change

Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. Результаты поиска по книге. Отзывы - Написать отзыв.

Making the most of trends . Experts from Harvard Business School give advice to managers. The Coach brand had been a symbol of opulence and luxury for nearly 70 years, and the most obvious reaction to the downturn would have been to lower prices. However, that would have risked cheapening the brand’s image.

William Bridges' book 'Transitions' is an oldie (first written in 1979) but goodie. And, as a bonus, this show's takeaway exercise encourages you to apply these deeper nuances to the process of organizational change.

The business world is a place of constant change, with stories of mergers, layoffs, bankruptcy, and restructuring appearing in the news every day. No matter the scale, when these kinds of changes hit the workplace, the concrete situational shifts are often not as difficult for employees and managers to work through as the psychological transitions that accompany them. Organizational transitions affect people; it is always people who have to embrace a new situation and carry out the corresponding changes.Without a clear understanding of what transition does to employees and what employees in transition can, in turn, do to an organization, the job of managing workplace change can be difficult. Managed poorly, the result can be disastrous for morale and stability. As veteran business consultant William Bridges explains in detail, successful organizational change takes place when employees have a purpose, a mental picture, a plan for, and a part to play in change. In short, successful change takes place only when employees are "on board" with it.Directed at managers on all rungs of the corporate ladder, this thoroughly updated and expanded edition of the best selling Managing Transitions provides practical, step-by-step strategies for reaching goals and minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating an inevitably tumultuous time.

Comments: (7)

Cezel
If you are getting ready to go through a major reorganization, software change, or other change where your employees will have to learn new ways of doing things, you should read this book. It has great concrete ideas for helping you through each stage of the change. I bought copies for all my managers as we were getting ready to change organizational structure and IT systems. It was just what we needed to make these chnges successfully.
Weiehan
An invaluable book about managing transitions. Bridges has written a ton of books on transitions and management. This book is a great book on the subject. It walks readers through the stages of transition that begins with the ending of something and end with the beginning of something new. Sound confusing? Bridges makes it sound simple. This book has amazing examples and case studies that really helps the reader to understand what the author is driving at. This is .a must read for any leader about to take an organization through a change or transition
Winenama
This is another book that must be read for the Doctor of Ministry degree at Harding Graduate. You might all be bored with all the books on church fights by now, but I hope you are growing in your awareness of some of the material that will help your ministry. As I continue to journey into this line of study, I am amazed at how poorly churches manage transition or change in a congregation. The leaders in most congregations have little understanding of this process which leads to fights and splits. If leaders were more aware of the dynamics of change there would be better results in the future. This book is another excellent text on the transition process. There is really a big difference between a change and a transition. Most congregations go through transitions and not really change. There are three stages in the transition process which are endings, neutral zone, and new beginnings. This book is written from a business perspective but is very helpful to the church culture. If a congregation is seeking a new vision or direction or revitalization, this is a book that ALL the leaders must read.
Zyniam
This book helped me understand the ways that people in my organization experience change, and also helped me become more perceptive to change. There are a lot of things that happen in our organization that I didn't really notice as significant changes, but this book helped me realize how deeply those changes can be felt, and how important it is to manage the transitions well lest the difficulty of staff in making the transition undermines the potential of the change to greatly benefit the company. Very well written, with lots of good advice. Not too long, and every piece is useful. Plus, the check lists at the end of each chapter help recap and make the advice concrete.
asAS
The focus of the venture capital community is on the change a new disruptive company intends to bring to the world, and little, if any, attention is paid to the changes and transitions that the company, as it moves from concept development to full commercialization, will have to negotiate to achieve its vision. "Transition Management" provides an excellent `how to' book for young, fragile companies as they negotiate the never ending changes and transitions that they will be forced to make.

As author William Bridges points out, change is situational and transition is psychological. "People are the ones who have to embrace new situations and carry out the corresponding changes. The psychological shifts that accompany the situational shifts can be difficult for people and must be managed to have everyone on board." Change and transition management is crucial to focus, execution, and organizational productivity.

Those of us experienced in start-up management know first hand the changes that we will have to manage - some expected, some unexpected. But few of us have been schooled in the management of the transition that accompanies change. Generally, decisions to create change are made and implemented whether the people are on board or not. A spirit of "they will have to just accept them" is the operative mantra.

But, as Bridges points out so well, we can do much to ease these transitions and keep our employees "on-board and involved." It is self-defeating to try to overcome people's resistance to change without addressing the threat that change poses to their world. For successful change to take place, people must have a purpose, a mental picture, a plan for, and a part to play in change. In short, successful change takes place only when everyone is actively involved.

Key changes that create transitions that must be managed in a start-up include, but are not limited to:

* The addition of new functions.

* The addition/replacement of key executives.

* The addition/replacement of key board members.

* The addition of new, actively involved investors.

* Significant workforce expansion/reduction.

* Relocation to larger facilities.

* The relocation of some functions to a second facility.

* The addition of new actively involved investors.

* The infusion of significant new capital.

* The move from project management to multi-functional management.

* The move from being privately held to being publicly held.

* Events that affects cash usage, business value, and the ability to raise capital.

Bridges shows us that transitions are a process by which people unplug from an old world and plug into a new world. They start with an ending and finish with a beginning. Once he explains the three phases of transition, he goes on to show how to manage the entire process.

B-schools would be well advised to include a transition management course in their entrepreneurial studies programs. Changes of any sort - even though they may be justified in economic or technological terms - finally succeed or fail on the basis of whether the people affected do things differently. And it is this getting people to do things differently that comes through in this excellent book.
FRAY
I am in the middle of a career transition. I have felt a great deal of confusion since I realized this transition was inevitable. After talking with an enlightened friend with corporate training experience, he recommended this book. Mr. Bridges descriptions of the the three phases (paraphrased as loss and letting go, the neutral zone, and the new beginnings) helped crystalize what takes place during transitions and how to best view them with an objective point of view. Although the book itself hasn't decreased the difficulty involved with the transition itself, it has helped me gain a better understanding of the transition process and how to best manage it.
Managing Transitions: Making the Most of Change (Your Coach in a Box) download epub
Processes & Infrastructure
Author: William Bridges
ISBN: 1596590947
Category: Business & Money
Subcategory: Processes & Infrastructure
Language: English
Publisher: Gildan Media; Unabridged edition (March 1, 2016)