
In "Managing Transitions," William Bridges reveals why 70% of organizational changes fail - it's not the change itself but the psychological transition. Endorsed by leadership guru Marshall Goldsmith, this 1991 classic remains the secret weapon for navigating today's relentless workplace disruptions.
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A company acquires another profitable firm. Within months, profits turn to losses. The acquiring managers implement new systems perfectly, yet productivity plummets. What went wrong? Everything changed on paper, but nothing changed in people's hearts and minds. This scenario plays out thousands of times across corporate America, and it reveals a truth most leaders miss: change isn't the problem. The problem is transition. Here's the distinction that changes everything: change is situational-you move offices, install new software, restructure departments. Transition is psychological-it's the internal reorientation people must undergo for change to actually work. Think of it this way: your company can mandate that everyone use new project management software tomorrow, but you can't mandate that people stop feeling attached to the old system they've mastered over five years. That emotional letting-go? That's transition. And without managing it, organizations simply rearrange the furniture while wondering why nothing improves. Transition unfolds in three distinct yet overlapping phases, and most organizations botch it by skipping straight to the finale. First comes the ending-people must let go of old ways before embracing new ones. Then comes the neutral zone, that uncomfortable wilderness between old and new where everything feels uncertain. Finally comes the new beginning, when people develop fresh identities and commitments. Most organizations treat transition like a light switch-announce the change Monday, expect full adoption by Friday. But transition follows organic timing, not implementation schedules. Like Moses leading his people through the wilderness for forty years, the neutral zone is where old thinking patterns must "die" before new realities can take root. You can't force a seed to sprout faster by yelling at it.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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