Managing Transitions: Making the Most of Change
Thoroughly Updated and Expanded 2003 Edition! read a chapter online
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Dear Friends,
Managing Transitions was first published a dozen years ago, and over that time it has become a best seller: over 500,000 copies sold at last count. If you live with anything that long, you start to notice things that you would change if you could. And with the passage of time, you learn more and wish that you could add just a little more on this topic and a bit more on that. You also realize that there are some subjects that you didn't even deal with, and you think that you ought to remedy that situation. So you start imagining a Second Revised and Expanded Edition of the book.
And now, after a year of work, here it is. The core of the book is unchanged, but there have been countless little textual additions and improvements. There is a completely new chapter, an explanation of the developmental "life cycle" of an organization, that strengthens the book greatly. Many of the most difficult changes that an organization needs to deal with come from its movement from one life-phase to the next.
And then there are five new sections, added at the end of the main part of the book, that give you specific advice about practical issues that always seem to come up when I speak on this topic:
- How to plan for an organizational transition: a checklist to make sure you have covered all the bases.
- Questions to ask when you are trying to assess the organization's readiness for transition.
- Recommendations for setting up and utilizing a Transition Monitoring Team.
- Career advice for people who work in organizations in transition.
- Critical leadership actions to be taken during each of the five key transition times: 1) before the transition; 2) during the ending; 3) when everyone is in the neutral zone; 4) during the new beginning; and 5) when the transition is over.
If you already have a copy of Managing Transitions, I think that you'll find that this new material justifies your getting yourself a copy of this edition. And if you haven't yet read the book, you're going to learn why it is the most widely used book on how to deal with the human side of change. You will also get all the additional information that the original 500,000 readers don't have.
I'll be interested in your reactions to the book and in any suggestions you have for, in another decade or so, a third revised and expanded edition of the book.
Bill Bridges
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