Change vs Transition

By William Bridges

Transition is very different from change. Change is situational. Transition on the other hand, is a three-phase psychological reorientation process that people go through when they are coming to terms with change. The difference between change and transition can be illustrated with the example of a geographical move. The change is the relocation itself; it involves packing and taking a trip. The transition involves all the confusion, distress, and excitement that you go through. Changes are always unique to the situations in which they take place, but transitions show a remarkable similarity, one to another.

Change:
External
Situational
Event-based
Defined by outcome
Can occur quickly

Transition:
Internal
Psychological
Experience-based
Defined by Process
Always takes time

The Checklist of Change

  1. Take your time
  2. Arrange temporary structures
  3. Don’t act for the sake of action
  4. Recognize why you are uncomfortable
  5. Take care of yourself in little ways
  6. Explore the other side of change
  7. Get someone to talk to
  8. Find out what is waiting in the wings of your life
  9. Use this transition as the impetus to a new kind of learning
  10. Recognize that transition has a characteristic shape

Transition

Transition is made up of three parts: the experience of an endingthe experience of confusing in between time called the “Neutral Zone” and the experience of a new beginning. It is important to our well-being that we recognize and respect this three-part process, for transition is the bridge which we cross to enter the next chapter for our lives and to renew ourselves.

  1. Endings: Transition always starts with an ending. Even though change can be initiated by something new, the internal, psychological process that accompanies it always stats by separating from, getting closure on, or bidding farewell to the old reality and the identity that went with it. Even in a “good” change, like starting a family, one has to let go of the old life. You cannot make a new beginning without an ending first. We must deal with the loss before we can have a new beginning.
  2. Neutral Zone: After the ending has been made, a beginning is possible, but it cannot occur immediately. First you must go through an in-between state that there is no accepted name for, a time when the old reality and the old identity are gone, but the new ones have not yet taken root in your mind and heart. This is called the “neutral zone” to capture the in-between-ness and the neither-this-nor-that quality.

Generally, people who do well during this in-between time are people who have good sources of elements of the acronym, CUSP. 

  • C: They are people who find things to do that help them to be (or at least feel) more in CONTROL of their situation. Anything that does that helps.
  • U: They are people who UNDERSTAND the transition process and know why they are feeling what they are feeling. They also UNDERSTAND (as much as possible) the reason for the changes they are being affected by.
  • S: They are people who have a fairly clear sense of PURPOSE to carry them along and help them decide which way to go when they get to a crossroads. It may well be a new sense of purpose, since the change may have rendered the old one obsolete.

3. New Beginnings: The ending disengages us and the neutral zone is a kind of fallow time when old habits are extinguished and the new possibilities are born. It is out of the neutral zone that the third and final phase of the transition (the beginning) emerges. This beginning is not to be confused with the “start” of the new situation, which may have happened on Day One. The beginning is when people really buy in, get on board, and feel at home with the new.

Transition is the psychological process that the person must go through to unplug from his or her old identity and become reoriented to the new one. The person must leave behind an old life, not just a job or relationship. Needless to say, transition takes longer than change. The new circumstances may take shape immediately, but the new life, the new reality, the new identity will take months to fully take form.

To make matters more difficult, there is a third factor besides the changing circumstances and the transition process; that is the personal resonance. Some current situations “resonate” disturbingly because of our past experience with comparable situations. If your parents separated when you were young, the breakup of an adult relationship will stir old fears and resentments that do not exist in someone with a different childhood experience.

Circumstances-Process-Resonance: The circumstances are the situational elements that are changing in the person’s life, the process is the inner transition from the old way of being to the new one, and the resonance is private meaning that is triggered in memory by the present event. The way to deal with resonance is through counseling or psycho-therapy, just as the way to deal with circumstances is through analysis, planning, and careful management.

How do you deal with the transition process? The first thing to understand about transition is that it has three stages or phases: an ending, a neutral zone, and a beginning. The second thing to understand is that the ending comes first, not last. People in transition are always forgetting that an old life, an old way of being, an old identity has to end before a new one can begin.

The external details of the change may be unique and confusing, but the real transitional task is all the same: to let go of some reality or strategy or personal identity that characterized the previous leg of our journey. The question life asks is always, “What is it time for you to let go of?”

Rules of Transition Management:

  1. You have to end before you begin
  2. Between the ending and the new beginning, there is a gap
  3. That gap can be creative
  4. Transition is developmental
  5. Transition is also a source of renewal
  6. People go through transitions at different speeds

 

William Bridges, PhD was an American author, speaker, and organizational consultant. 

Four Roles in Social Change

Helper

Effective:

  • Assists people in ways that affirm their dignity and respect
  • Shares skills and brings clients into decision-making roles
  • Educates about the larger social system
  • Encourages experiments in service delivery which support liberation

Ineffective:

  • Believes charity can handle social problems, or that helping individuals can change social structures
  • Focuses on casualties and refuses to see who benefits from victimization
  • Provides services like job training which simply give some people a competitive edge over other people, without challenging the scarcity which gives rise to competition

Advocate

Effective:

  • Uses mainstream institutions like courts, city hall, legislatures to get new goals and values adopted
  • Uses lobbying, lawsuits, elite networking/coalition-building for clearly-stated demands, often backed by research
  • Monitors successes to make sure they are implemented

Ineffective:

  • “Realistic politics”: promotes minor reforms acceptable to power-holders
  • Promotes domination by top-down professional advocacy groups
  • More concerned with organization’s status than the goal of their social movement
  • Identifies more with powerholders than with grassroots
  • Does not like paradigm shifts

Rebel

Effective:

  • Protests: says “no!” to violations of positive American values
  • Employs nonviolent direct action and attitude, including civil disobedience
  • Targets power-holders and institutions
  • Puts problems & policies in public spotlight
  • Uses strategy as well as tactics
  • Does work that is courageous, exciting, risky
  • Shows in behavior the moral superiority of movement values

Ineffective:

  • Promotes anti-leadership, anti-organization rules and structure
  • Attached to an identity as lonely voice on society’s fringe
  • Uses tactics without realistic strategy
  • Has victim attitude, behavior: angry, judgmental, dogmatic
  • Uses rhetoric of self-righteousness, absolute truth, moral superiority
  • Can be strident: personal upset more important than movement’s need

Change Agent

Effective:

  • Believes in people power: builds mass-based grassroots groups, networks
  • Nurtures growth of natural leaders
  • Chooses strategies for long-term movement development rather than focusing only on immediate demands
  • Uses training to build skills, democratize decisions, diversify and broaden organization and coalitions
  • Promotes alternatives and paradigm shifts

Ineffective:

  • Has tunnel vision: advocates single approach while opposing those doing all others
  • Promotes patriarchal leadership styles
  • Promotes only minor reform
  • Stifles emergence of diversity and ignores needs of activists
  • Promotes visions of perfection cut off from practical political and social struggle