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Managing Transitions: Making the Most of Change Paperback – Sep 22 2009


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Managing Transitions: Making the Most of Change + Transitions: Making Sense Of Life's Changes + The Way Of Transition: Embracing Life's Most Difficult Moments
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Product Details

  • Paperback: 192 pages
  • Publisher: Da Capo Lifelong Books; Third Edition, Revised and Updated for the New Work Environment edition (Sept. 22 2009)
  • Language: English
  • ISBN-10: 0738213802
  • ISBN-13: 978-0738213804
  • Product Dimensions: 22.9 x 18 x 1.5 cm
  • Shipping Weight: 340 g
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (19 customer reviews)
  • Amazon Bestsellers Rank: #13,321 in Books (See Top 100 in Books)


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2 of 2 people found the following review helpful By A Customer on June 14 2003
Format: Paperback
This is a very good book, but also get a copy of "Strategic Organizational Change" by Beitler.
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2 of 2 people found the following review helpful By Armando L. Franco Carrillo on July 27 2002
Format: Paperback
Being an IT consultant, two of my main concerns are Project Management and Change Resistance. The combination of these two usually helps or dooms a project. "Managing Transitions" is the first book I have read that focuses on HOW to deal with change, instead of staying only in the WHAT should change, or WHY change is necessary.
In summary, "Managing Transitions" divides change into beginning, transition, and closure. It also suggests taking people's feelings into account, and giving them as much information as can be given, in order to get the trust of the ones going through change.
It gets four stars because in most chapters it talks about upper management as knowing exactly what has to be done, and it is only at the end that it acknowledges they may be wrong too. Since this is a book directed to managers, that is understandable. Most of its focus is in showing superiors how to lead their subordinates through change. However, it also devotes one chapter to explain how to deal with personal change.
With 125 pages, it is easy to read. In this "Who Moved my Cheese?" age, Bridges book is getting much less attention than it deserves.
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1 of 1 people found the following review helpful By A Customer on May 3 2003
Format: Paperback
This book is good, but you also need Beitler's "Strategic Organizational Change." Together you got it covered!
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Format: Paperback Verified Purchase
A great guide to guide change management in organizations - it is not about the process but the people to make sure transitions happen as planned
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4 of 4 people found the following review helpful By Rolf Dobelli on Feb. 29 2004
Format: Paperback
This is one of the most succinct and clearly written business books you will ever read. Author William Bridges uses language with care and precision, delivering the goods without any superfluous jargon. He cites many welcome quotations on change and innovation from a wide range of writers and thinkers whose work is not usually found in business books. He places these quotations in context with aptly chosen examples of recent business transitions, bringing intelligence and sensibility to a subject too often addressed only with clichés and cant. Only those who have read many business books can fully appreciate the value of such an approach. Others will merely find that they are able to read this book from cover to cover without at any point having to wonder what the author really means to say. Managing transitions is really about helping people deal with fear and uncertainty - the key is to build trust and confidence. Everything Bridges says flows from that common sense insight, and seems obvious and necessary once he says it, though it may not seem as evident to you until you read his book. We highly recommends that you do so.
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1 of 1 people found the following review helpful By Robert Morris HALL OF FAMETOP 10 REVIEWER on July 7 2011
Format: Paperback
I read this book when it was first published (1991) and recently re-read this latest edition, curious to see how well Bridges' ideas have held up since then. They remain rock-solid. His objective is to suggest how to "make the most of change" and heaven knows there have been so many major changes, both global and local, in recent years. I expect the nature and number of such turmoil to increase significantly, and, to occur at an ever-accelerating velocity. I also expect Bridges' observations and suggestions to remain valid. Perhaps at some point he will revise this book to accommodate certain changes such as the emergence of what Pink calls "the free agent nation." The book's materiel is carefully organized within four Parts:
The Problem [Bridges provides "a new and useful perspective on the difficulties ahead" and then a test case which illustrates that perspective]

The Solutions [Bridges suggests all manner of ways to apply what is learned from the previous Part]

Dealing with Nonstop Change in the Organization and Your Life [Bridges suggests a number of strategies by which to cope with rapid change, both organizationally and personally]

In 1991, Bridges was convinced that it is impossible to achieve any desired objectives without getting to "the personal stuff"; the challenge is to get people to stop doing whatever "the old way" and that cannot be accomplished impersonally. He was also convinced that transition management requires experience and abilities we already possess as when we struggle, for example, to "figure out a tactful response in a difficult situation." However, the strategies of transition management he suggests may require mastery of certain techniques which we "can easily learn.
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By A Customer on Nov. 3 2003
Format: Paperback
This book shows you how to MANAGE transitions and why transitions fail. It is an excellent read. If you want to know how to make the MOST of change, you have to be an Optimal Thinker. So read Optimal Thinking: How To Be Your Best Self too.
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Format: Paperback
This is basically a conversion to an organisation perspective of Bridges' previous work, Transitions. There is a lot of duplication of ideas. However, Managing Transitions is important reading for all business leaders, HR practitioners and consultants.
Bridges writes in an easy-reading style with plenty of examples.
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