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Managing Transitions: Making the Most of Change [Paperback]

William Bridges , Susan Bridges
4.6 out of 5 stars  See all reviews (20 customer reviews)
List Price: CDN$ 21.50
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Book Description

Sept. 22 2009
The business world is transforming. Stories of layoffs, bankruptcy, mergers, and restructuring appear in the news every day. When these changes hit the workplace, the actual situational shifts are often not as difficult for employees and managers to work through as the psychological components that accompany them. Indeed, organizational transitions affect people ; it is always people who have to embrace a new situation and carry out the corresponding change.The job of managing workplace change can be difficult; managed poorly, the result can be disastrous to the morale and stability of the staff. As veteran business consultant William Bridges explains, successful organizational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. Directed at managers on all rungs of the proverbial corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing the disruptions caused by workplace change. It is an invaluable managerial tool for navigating these tumultuous, uncertain times.

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Managing Transitions: Making the Most of Change + Leading Change, With a New Preface by the Author
Price For Both: CDN$ 38.72


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Review

Bookviews blog, October
“Filled with excellent advice for those in leadership positions who need a clear understanding of what change does to employees and what employees in transition can do to an organization.”

Alaska Journal of Commerce, 12/13/09
“If your giftee has experienced a lot of change this year (or anticipates some in 2010), wrap up Managing Transitions…This book includes thought-provoking quizzes.”
 
Toronto Globe and Mail, 8/3/10
 #7 on the “Bestselling Business Books” list.
--This text refers to an out of print or unavailable edition of this title.

About the Author

William Bridges, PhD , is an internationally known speaker, consultant, and author. For nearly three decades, he has shown thousands of individuals and hundreds of organizations how to deal productively with change. He lives in Mill Valley, California, with his wife.

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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

4.6 out of 5 stars
4.6 out of 5 stars
Most helpful customer reviews
4 of 4 people found the following review helpful
5.0 out of 5 stars A Must Read! 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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2 of 2 people found the following review helpful
4.0 out of 5 stars The first change management book I've found. 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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5.0 out of 5 stars Durable Insights...Practical Suggestions July 23 2001
By Robert Morris HALL OF FAME TOP 10 REVIEWER
Format:Paperback
I read this book when it was first published (1991) and recently re-read it, 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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5.0 out of 5 stars Managing Transitions: Making the Most of Change May 13 2001
Format:Paperback
Leading a full-time staff of 20 people and over a 1000 volunteers, and having read a number of books on change, I have found William Bridges book extremely helpful. Many talk about change without thinking about the people that change can effect. William helps us understand that change is situational, while transition is emotional. He puts flesh and bones on change.
This book is well organized, breaking down transition into three phases. Phase I: "The Letting Go Stage", Phase II: "The Neutral Zone" and Phase III: "The New Beginning" In each phase William helps us understand what to anticipate and gives us extremely practical advice and checklists.
I also enjoy the awesome quotes throughout the book. Here are some great qoutes from Phase II:
"It's not so much that we're afraid of change or so in love with the old ways, but it's the place inbetween that we fear... It's like being between trapezes." Marilyn Ferguson
"It takes nine months to have a baby, no matter how many people you can put on the job." American saying
"An adventure is only an inconvience rightly understood. An inconvience is only an adventure wrongly understood." C.K. Chesterton
Get the book. It is well worth your investment. It will help you with your greatest asset: PEOPLE.
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Most recent customer reviews
5.0 out of 5 stars Five Stars
Love it!
Published 1 month ago by Lara Marchionni
5.0 out of 5 stars It is not about the process but the people
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
Published 20 months ago by Edgardo Gonzalez
5.0 out of 5 stars Durable Insights...Practical Suggestions
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. Read more
Published on July 7 2011 by Robert Morris
1.0 out of 5 stars crap
if you think this book is good, then you are bad.
Published on Jan. 15 2004 by Bob Smith
5.0 out of 5 stars MANAGING change and more!
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... Read more
Published on Nov. 2 2003
4.0 out of 5 stars Organisational Transition
This is basically a conversion to an organisation perspective of Bridges' previous work, Transitions. There is a lot of duplication of ideas. Read more
Published on Oct. 23 2003 by Floccinaucinihilipilification
5.0 out of 5 stars Extraordinary!
This is an outstanding book. I have purchased copies of this and Beitler's "Strategic Organizational Change" for my clients. I highly recommend them both!
Dr. Read more
Published on July 12 2003
4.0 out of 5 stars Good book, but...
This is a very good book, but also get a copy of "Strategic Organizational Change" by Beitler.
Published on June 14 2003
4.0 out of 5 stars Okay, but...
This book is good, but you also need Beitler's "Strategic Organizational Change." Together you got it covered!
Published on May 3 2003
5.0 out of 5 stars The Essential Guide
This book was recommended to me when I found myself homebound and permanently disabled. I felt as though I was in the middle of the ocean with no idea which direction to begin... Read more
Published on July 11 2001 by Liz Andra Shaw
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