Cover image for Managing transitions : making the most of change
Managing transitions : making the most of change
Bridges, William, 1933-
Personal Author:
Second edition updated and revised.
Publication Information:
Cambridge, MA : Perseus, [2003]

Physical Description:
xi, 163 pages ; 24 cm
General Note:
Includes index.
Format :


Call Number
Material Type
Home Location
Item Holds
HD58.8 .B75 2003 Adult Non-Fiction Non-Fiction Area

On Order



The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions , Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization. Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by 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. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.

Author Notes

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-1970s

Table of Contents

Acknowledgmentsp. vii
Introductionp. ix
Part 1 The Problem
Chapter 1 It Isn't the Changes That Do You Inp. 3
Chapter 2 A Test Casep. 11
Part 2 The Solutions
Chapter 3 How to Get People to Let Gop. 23
Chapter 4 Leading People Through the Neutral Zonep. 39
Chapter 5 Launching a New Beginningp. 57
Chapter 6 Transition, Development, and Renewalp. 76
Part 3 Dealing with Nonstop Change in the Organization and Your Life
Chapter 7 How to Deal with Nonstop Changep. 99
Part 4 The Conclusion
Chapter 8 A Practice Casep. 121
Chapter 9 Conclusionp. 137
Appendix A Assessing Your Transition Readinessp. 143
Appendix B Planning for Transitionp. 146
Appendix C Setting up a Transition Monitoring Teamp. 148
Appendix D Career Advice for Employees of Organizations in Transitionp. 151
Appendix E The Leader's Role in Times of Transitionp. 154
Indexp. 159
About the Authorp. 164