Managing Transition while Managing the Change

 

Introduction

Change management is a mega topic in management literature. We have been over focusing the change and overlooking the transition which is a critical element or aspect in managing the change effectively. The first  step towards this would be discerning these two terms “ change” and “ transition”. We often use these two terms inter-changeably due to non-understanding of the differences. This article explores different models of both change and transition and the value of integrating existing models in practice to make transition smooth. Also, writer wants to explore the possibilities of using certain principles and models of Buddha Dharma ( Buddhist teaching)in combination with existing change and transition models with the expectation of shedding a new light to ,management literature.

 

Managing Change and Transition

Change management is the process of implementing changes to an organization or a system in a structured and controlled manner. The goal of change management is to minimize disruption and ensure that the changes are implemented successfully. Change management focuses on the technical aspects of change, such as new technology, new policies or procedures, or new organizational structures. Change management involves activities such as planning, testing, and communication to ensure that the change is well understood and supported by stakeholders.

 

For example, if a company is implementing a new software system, change management would involve ensuring that the system is tested and ready for use, training employees on how to use the system, and communicating the benefits of the new system to stakeholders. Change management would also involve identifying potential risks and mitigating them to minimize any negative impact on the organization.

 

Transition management, on the other hand, is the process of managing the people side of change. It involves helping individuals and teams to adjust to the changes and move from the current state to the desired future state. Transition management focuses on the emotional and psychological aspects of change, such as resistance, uncertainty, and anxiety. Transition management involves activities such as coaching, training, and communication to help employees understand the impact of the change on their roles and responsibilities and how they can adapt to the new situation.

 

For example, if a company is implementing a new organizational structure, transition management would involve helping employees to understand how their roles and responsibilities will change, providing coaching and training to help them develop the skills they need to perform their new roles, and providing support to help them adjust to the new situation. Transition management would also involve addressing any concerns or resistance that employees may have to the change and helping them to see the benefits of the new structure.

 

When change management and transition management are implemented together, it can help organizations to achieve successful and sustainable change. It's important to note that change and transition are interconnected, and managing one without the other can lead to unsuccessful change implementation.

 

For example, let's say a company is implementing a new customer relationship management (CRM) system. The change management process would involve identifying the need for the new system, selecting a vendor, customizing the system to meet the company's needs, and testing the system to ensure it works properly. The transition management process would involve preparing employees for the change, providing training on how to use the new system, and addressing any concerns or resistance that employees may have.

 

Without effective transition management, employees may struggle to adapt to the new system, leading to a decrease in productivity and overall satisfaction. Without effective change management, the new system may not work as intended, leading to frustration and resistance from employees.

 

Both change management and transition management are essential for successfully implementing changes within an organization. Change management focuses on the technical aspects of change, while transition management focuses on the people side of change. When implemented together, they can help organizations achieve successful and sustainable change.

 

Models of Transition and change

There are  multiple models used by organizations in managing transition and change. Even though transition models are less familiar to many, they have existed  and used by managers in managing  organizational change.

 

Bridges Transition Model: The  figure 01 below describes the Bridges Transition Model  that focuses on the emotional and psychological aspects of change. The model outlines three stages of transition: Endings, Neutral Zone, and New Beginnings. The model emphasizes the importance of helping individuals to acknowledge and process the loss associated with the change, develop a plan for the neutral zone, and create a vision for the new beginning.

 

Figure 01-Transition model by William Bridges

 

Ending: This stage is about letting go of the old ways and ending the previous phase of transition. It involves acknowledging and accepting that change is necessary and that the old way of doing things may no longer work. For example, if a company is introducing a new technology, the ending stage may involve recognizing that the old system is outdated and needs to be replaced.

 

Neutral Zone: This stage is the period of uncertainty and ambiguity that exists between the old and new ways of doing things. It can be a challenging time because people may feel disoriented or unsure about how to proceed. For example, in a merger or acquisition, the neutral zone may involve figuring out how to integrate two different company cultures.

 

New Beginning: This stage is about embracing the new way of doing things and moving forward. It involves establishing new systems, processes, and ways of working that reflect the changes that have taken place. For example, if a company has implemented a new software system, the new beginning stage may involve providing training and support to help employees adapt to the new system.

 

The Agile Change Management Model: The Agile Change Management Model is a newer model that has emerged as a response to the increasingly fast-paced and complex nature of today's workplace. The model is based on the principles of Agile project management, which emphasizes flexibility, adaptability, and continuous improvement. The model focuses on collaboration, stakeholder engagement, and feedback to ensure that changes are implemented quickly and effectively. There are five main stages of agile models, they are;

 

Plan: In this stage, the change management team creates a high-level plan for the change initiative. This may involve defining the scope of the change, identifying stakeholders, and outlining the key goals and objectives. For example, if a company is implementing a new agile project management tool, the planning stage may involve identifying the teams that will be using the tool and defining the key features they need.

 

Design: In this stage, the change management team works with stakeholders to design and test the change. This may involve creating prototypes or conducting small-scale pilots to test the new approach. For example, if a company is introducing a new software development methodology, the design stage may involve working with a small team to test the new approach and refine it based on feedback.

 

Execute: In this stage, the change is implemented in a phased and iterative manner. This allows the team to test the change and make adjustments based on feedback. For example, if a company is implementing a new agile development process, the execute stage may involve rolling out the new approach to a small group of teams and refining it based on their feedback.

 

Monitor and Evaluate: In this stage, the change management team monitors the progress of the change and evaluates its impact on the organization. This may involve collecting data and feedback from stakeholders to identify areas where the change is working well and areas where it needs to be improved. For example, if a company has implemented a new agile development process, the monitor and evaluate stage may involve tracking metrics such as velocity and team satisfaction to assess the impact of the change.

 

An Agile change management model is designed to be flexible and iterative, allowing the team to adjust and adapt the change as they go. By working in small, incremental steps, the team can minimize risk and maximize the chances of success

 

The Kotter 8-Step Change Model: The Kotter 8-Step Change Model is a model that emphasizes the importance of building a sense of urgency and creating a strong coalition of stakeholders to drive change. The model includes eight steps: Establishing a sense of urgency, creating a coalition, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the organization's culture. The model emphasizes the importance of leadership, communication, and stakeholder engagement. The figure 02 exhibits the 8 stages of this model.

 

Figure 02- Kotter’s 8 step model

 

The Bridges' Four Ps of Change Model: The Bridges' Four Ps of Change Model is a newer model that focuses on the psychological and emotional aspects of change. The model includes four stages: Purpose, Picture, Plan, and Part.  The figure 03 below illustrates the four stages. This model emphasizes the importance of creating a clear purpose for the change, communicating a compelling vision of the future, developing a detailed plan for the change, and ensuring that individuals feel like they are part of the change process.

 

 

 

Figure 03- Bridges 04 Ps change model

 

Purpose: This stage involves clarifying the reason for the change and what the end goal is. It's about creating a shared understanding of the vision for the change and why it's necessary.

 

Picture: This stage involves creating a detailed vision of what the future will look like once the change is complete. It's about creating a clear picture of what success will look like and what the benefits of the change will be.

 

Plan: This stage involves creating a detailed plan for how the change will be implemented. This includes identifying the steps that need to be taken, assigning responsibilities, and setting deadlines.

 

Part: This stage involves identifying and addressing the emotional and psychological aspects of the change. It's about helping people to let go of the old ways of doing things and embrace the new ways. This can involve providing support, resources, and training to help people navigate the transition.

 

 

Bridges' Four Ps Change Model emphasizes the importance of creating a clear purpose and vision for the change, and then developing a detailed plan for how to achieve that vision. By involving stakeholders in the process and communicating the benefits of the change, the model helps to create buy-in and support for the change initiative.

 

Change Grid Model: The Change Grid is a model developed by Scott and Jaffe that helps organizations navigate and manage change. The model is designed to help leaders understand the different stages of change that individuals and organizations go through, and to provide a framework for managing change effectively. There are four stages through which people go through psychologically and emotionally when change occurs. Refer figure 04.

 

Denial: In this stage, individuals or organizations may deny the need for change, and may resist any attempts to change. They may believe that the current situation is sufficient, and may not see any reason to change.

 

Resistance: In this stage, individuals or organizations may begin to recognize the need for change, but may feel frustrated or resistant to it. They may be concerned about the potential risks or negative impacts of the change, or may feel overwhelmed by the challenges of implementing it.

 

Exploration: In this stage, individuals or organizations may begin to explore different options for change, and may start to experiment with new approaches or ideas. They may be more open to feedback and may be willing to take calculated risks.

 

Commitment: In this stage, individuals or organizations are fully committed to the change and are actively working to implement it. They may have a clear plan for how to achieve their goals and may be willing to invest time and resources into making the change a success.

 

 

 

Figure 04- The Change Grid Model

 

 

The Change Grid model can be a helpful tool for understanding the different stages of change and for guiding the change management process. By identifying where individuals or organizations are on the grid, leaders can tailor their approach to meet the specific needs and challenges of each stage

 

All these models are all suited for today's workplace and reflect the current challenges and opportunities of organizational change. It's important to note that there is no one-size-fits-all approach to change and transition management, and organizations should choose a model that best fits their specific needs and context.

 

Contrasting Change with Transition

Let’s have a clarity one more time before experimenting the combined effort of change and transition. The figure 05 below contrasts   the change  from transition.

 

 

Figure 05-  Characteristics of Change  and Transition

 

Having understood the differences of change and transition and need for incorporating transition, the human side of change in our change efforts, lets see how we can do practically in our workplaces.

 

Integrating Transition in  to Change Management by Combining Models

One thing we can try is to combine conventional change models with transition models and use in managing changes in organizational setting. Following are a few possible such combination that might work depending on how consciously they are utilized.

 

Kotter’s 8 step Combined with Change Grid

 Combining the Change Grid Model with Kotter's 8-Step Change Model can provide a comprehensive approach to managing change and transition in an organization.

Here's how you can combine the two models:

 

Step 1 (Create Urgency): The Change Grid Model's "Denial" stage is a natural starting point for Kotter's first step of creating urgency. It's important to help stakeholders recognize the need for change and build a sense of urgency around it.

Example: A company wants to adopt a new digital marketing strategy. By using the Change Grid Model to assess where employees are in the change process, the company can identify who is in the "Denial" stage and use Kotter's first step to create a sense of urgency around the need to adopt the new strategy.

 

Step 2 (Form a Powerful Coalition): Kotter's second step involves building a coalition of key stakeholders who will support the change initiative. In the Change Grid Model, this can be applied by identifying those who are in the "Exploration" stage and engaging them as change champions.

Example: The company can identify employees who are in the "Exploration" stage and enlist them as champions for the new digital marketing strategy. This group can help to build support for the change initiative and influence others to get on board.

 

Step 3 (Create a Vision for Change): The Change Grid Model's "Commitment" stage aligns well with Kotter's third step of creating a vision for change. In this stage, it's important to create a clear and compelling vision for what the change will achieve.

Example: The company can use the Change Grid Model to identify who is in the "Commitment" stage and work with them to develop a clear and compelling vision for the new digital marketing strategy. This vision can then be communicated to all stakeholders to build support for the change initiative.

 

Step 4 (Communicate the Vision): Kotter's fourth step involves communicating the vision for change to all stakeholders. In the Change Grid Model, this can be applied by focusing on those who are in the "Frustration" stage and addressing their concerns.

Example: The company can identify employees who are in the "Frustration" stage and work with them to address their concerns and help them understand how the new digital marketing strategy will benefit them. By doing so, the company can build support for the change initiative and ensure that all stakeholders are on board.

 

Step 5 (Empower Others to Act on the Vision): The Change Grid Model's "Exploration" stage aligns well with Kotter's fifth step of empowering others to act on the vision. In this stage, it's important to identify those who are open to change and provide them with the resources and support they need to take action.

Example: The company can identify employees who are in the "Exploration" stage and provide them with training and resources to help them implement the new digital marketing strategy. By doing so, the company can build momentum and ensure that the change initiative is successful.

 

Step 6 (Create Short-Term Wins): Kotter's sixth step involves creating short-term wins to build momentum and show progress. In the Change Grid Model, this can be applied by focusing on those who are in the "Commitment" stage and celebrating their successes.

Example: The company can identify employees who are in the "Commitment" stage and celebrate their successes in implementing the new digital marketing strategy. By doing so, the company can build momentum and motivate others to get on board.

 

Step 7 (Consolidate Gains and Produce More Change): This step involves building on the momentum created by the short-term wins to drive further change. In the Commitment phase, this could involve embedding the changes into the organization's culture and processes, and reinforcing the benefits of the change to ensure continued support.

 

Step 8 (Anchor new approaches in the organization's culture}: The final step in Kotter's model is to ensure that the changes become embedded in the organization's culture and are sustained over the long-term. The Change Grid model can be used to identify opportunities to reinforce the new approaches and behaviors, and to monitor and evaluate progress towards embedding the changes in the organization's culture.

 

The combination of Kotter's 8-step model and the Change Grid model can provide a structured approach to change management that integrates the management of the transition process. By using the Change Grid model to identify the different phases of the transition process, and applying Kotter's 8-step model to manage the change, organizations can effectively manage both the technical and people aspects of change, and increase the likelihood of successful change outcomes

 

 

Utilization of Buddhist Principles and Models in Managing Change and Transition

The field of change management has traditionally relied on frameworks and models rooted in Western psychology and management theory. However, there is a growing recognition that alternative perspectives and approaches can offer valuable insights and tools for managing change and transition in organizations. One such perspective is Buddhism, which has a rich tradition of wisdom and practices that can support individuals and groups in navigating the challenges and opportunities of change. In this context, the utilization of Buddhist principles and models in managing change and transition can offer a unique and valuable contribution to the field, with potential benefits for individuals, organizations, and society at large.

 

Buddhism emphasizes the interconnectedness and impermanence of all phenomena, including human experience and organizational systems. Buddhist principles such as mindfulness, compassion, and non-attachment can provide a foundation for approaching change and transition with greater awareness, empathy, and flexibility. Moreover, Buddhist models such as the Four Noble Truths and the Noble Eightfold Path can offer a comprehensive framework for understanding the nature of suffering, the causes of suffering, and the path to liberation from suffering. These models can be adapted and applied to the context of organizational change, providing guidance and support for individuals and groups as they navigate the challenges and opportunities of transition. By integrating Buddhist principles and models into change management practices, organizations can cultivate a more holistic and compassionate approach to change, one that acknowledges the human dimensions of transformation and seeks to promote the well-being of all stakeholders

 

The Model of Four Noble Truth

The Four Noble Truths are a foundational teaching in Buddhism that can be applied to managing transitions with change. The first truth is the recognition that suffering exists, the second truth is the understanding that the cause of suffering is attachment and craving, the third truth is the recognition that there is a way to end suffering, and the fourth truth is the path to ending suffering. By applying these truths to transitions, individuals can recognize the suffering that may arise from change, understand that attachment to the past may cause additional suffering, seek out a way to move through the transition, and develop a plan or strategy to make the transition as smooth as possible.

 

Here's an elaboration on how the Four Noble Truths can be applied to managing transitions in the context of organizational change.

 

Recognize the existence of suffering: The first Noble Truth is the recognition that suffering exists. In the context of organizational change, this can refer to the discomfort, uncertainty, and resistance that may arise from employees who are impacted by the change. By acknowledging that change can be difficult and may cause some level of suffering, leaders can approach the change with greater empathy and understanding.

 

Understand the cause of suffering: The second Noble Truth is the understanding that the cause of suffering is attachment and craving. In the context of organizational change, this can refer to employees who may be attached to their current roles or ways of working, or who may crave a sense of stability and predictability. By understanding these underlying causes of suffering, leaders can work to address them in a compassionate and strategic way.

 

Recognize that there is a way to end suffering: The third Noble Truth is the recognition that there is a way to end suffering. In the context of organizational change, this can refer to the strategies and tools that leaders can use to minimize the negative impact of the change on employees. For example, leaders can provide clear communication, support and training for employees, and opportunities for feedback and input.

 

Follow the path to ending suffering: The fourth Noble Truth is the path to ending suffering. In the context of organizational change, this can refer to the specific actions and strategies that leaders can take to help employees navigate the transition. For example, leaders can develop a change management plan that includes clear goals, timelines, and communication strategies, and engage employees in the process to build buy-in and support.

 

Applying the Four Noble Truths to managing transitions in the context of organizational change can help leaders approach change with greater empathy, understanding, and strategic planning. By recognizing the existence of suffering, understanding its underlying causes, recognizing that there is a way to end suffering, and following the path to ending suffering, leaders can help employees navigate the transition with greater ease and grace.

 

 

 

 

 

Change Curve with 4 Noble Truths in Managing Transitions

It might be possible to combine the Change Curve and the Four Noble Truths to manage transitions in the context of organizational change. Here's an example of how this might look like.

 

Recognize the existence of suffering: When leaders first announce a change, employees may experience shock, denial, and resistance, which are all part of the initial "Shock" phase of the Change Curve. In this phase, leaders can acknowledge the existence of suffering by expressing empathy for employees' feelings of uncertainty and anxiety. They can also communicate clearly and transparently about the reasons for the change and what it will mean for employees.

 

Understand the cause of suffering: In the "Denial" phase of the Change Curve, employees may be attached to their current ways of working or may crave a sense of stability and predictability. Leaders can use the principles of the Four Noble Truths to address these underlying causes of suffering by providing support and resources to help employees adapt to the change. For example, they might offer training and development opportunities to help employees develop new skills or provide additional support to help employees navigate the transition.

 

Recognize that there is a way to end suffering: In the "Exploration" phase of the Change Curve, employees may begin to experiment with new ways of working and may start to see the potential benefits of the change. Leaders can use the principles of the Four Noble Truths to reinforce this positive momentum by recognizing and celebrating employees' progress and successes.

 

Follow the path to ending suffering: In the "Integration" phase of the Change Curve, employees have fully adopted the new ways of working and are reaping the benefits of the change. Leaders can use the principles of the Four Noble Truths to sustain this positive momentum by continuing to provide support and resources to help employees continue to grow and develop in their new roles.

 

By combining the Change Curve with the Four Noble Truths, leaders can help employees navigate the transition with greater ease and grace. By acknowledging the existence of suffering, understanding its underlying causes, recognizing that there is a way to end suffering, and following the path to ending suffering, leaders can help employees feel supported, engaged, and empowered throughout the change process.

 

For example, imagine a company is implementing a new software system that will change the way employees work. Initially, employees may feel shocked and uncertain about the change, as they may not be familiar with the new system. In this phase, leaders can acknowledge the employees' concerns by expressing empathy and providing clear communication about the reasons for the change and what it will mean for employees.

 

As employees move into the "Denial" phase of the Change Curve, they may be attached to their current ways of working and may resist the change. Leaders can use the principles of the Four Noble Truths to address these underlying causes of suffering by providing support and resources to help employees adapt to the change. For example, they might offer training and development opportunities to help employees learn how to use the new system or provide additional support to help employees navigate the transition.

 

As employees move into the "Exploration" phase of the Change Curve, they may start to experiment with the new system and may begin to see its potential benefits. Leaders can use the principles of the Four Noble Truths to reinforce this positive momentum by recognizing and celebrating employees' progress and successes. For example, they might highlight success stories and showcase how the new system is helping employees work more efficiently.

 

Finally, as employees move into the "Integration" phase of the Change Curve, they will have fully adopted the new system and will be reaping its benefits. Leaders can use the principles of the Four Noble Truths to sustain this positive momentum by continuing to provide support and resources to help employees continue to grow and develop in their new roles. For example, they might offer ongoing training and development opportunities or provide additional resources to help employees optimize their use of the new system.

 

Conclusion

It is crucial for  leaders and managers to understand and appreciate the fact that change and transition are two different aspects whenever a change is done in the context of organizational improvement. Managing transition usually does not get the right attention and focus and as a result change effort fails in the middle or face serious resistance from the stakeholders involved. We tend to use the term “resistance to change” more loosely  and transition management gets hidden under this header. Realization of managing transition as an important part of change initiatives is needed. Combination of conventional change models with transition models and experimenting the use of Buddhist principles and models such as Four noble truth are possible alternatives available for leaders and managers to ponder and include in their change strategy to make the journey of change and transition effective and enjoyable.