1. The Complex Process of Adapting to Reality…
Change
The Complex Process of Adapting to Reality…

2. Change…
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3. Change And Transition Change Transition A situational event External
Starts with a beginning
Transition
A process over time
Internal
Starts with an ending and then gets messy in the middle…
Based on work of William Bridges

4. Starting at the End When Change Happens – Something Else Ended.
What is a significant thing in your own life/org that “ended” when some new “change” was introduced?

5. Organizational Change
Present State
Transition State
Desired State
Keeping major change alive is only possible when the pain of the present state exceeds the cost of the transition state – unless it is forced on a system from the outside. The transition state is the phase during which we disengage from the status quo. During this period, we develop new attitudes or behaviors that lead to the desired state.
No one likes existing in a state of limbo because the in-between periods are filled with instability, conflict and high stresses. This volatile phase of the change process occurs when the equilibrium of the present state has been disrupted, but the stability of the desired state is yet to be attained.
image credit: Daryl Conner, Figure 4, page 88

6. Noticing the Transition
What transition state is currently uncomfortable in your organization – something that is not what it was, but also not what it could be?
Present State
Transition State
Desired State

7. Predicting the Path of Change
There are predictable responses to the reality of change
Kubler-Ross Death and Dying Model
Conner’s Response to Change Curve
Each model shows a “dip” in productivity and attitude with the onset of change
Kubler-Ross: 5 stages; Conner expanded to 8 stages:
Stability, Immobilization, denial, anger, bargaining, depression, testing, and acceptance
Conner’s curve:
Uninformed optimism; Informed pessimism; Hopeful realism; Informed Optimism; Completion
Blanchard’s Situational Leadership:
S1 – Entry; S2 – Grumpy Kitty; S3 – Needs a Mirror; S4 - Mastery

8. Gap Analysis Current State Desired State Cost and Savings Projected
ENDING
NEW
BEGINNING
Current State
Desired State
Cost and Savings Projected
Length of Time to Implementation
Hooray! Let’s Go!
Room for everyone
Organizing Around one point not as useful as watching for movement

9. THE TRANSITION CYCLE NEW BEGINNING ENDING NEUTRAL ZONE Denial Anger
Shock
Resistance
Fear
Frustration
Confusion
Stress
Approach-Avoidance
Enthusiasm
Impatience
Creativity
Anxiety
Energy
Hope
Acceptance
Skepticism
NEUTRAL ZONE
Based on work of William Bridges and Elizabeth Kubler Ross
Room for everyone
Organizing Around one point not as useful as watching for movement

10. Skiers How You’d Like It to Go How it Really Goes NEW BEGINNING ENDING
Denial
Anger
Shock
Resistance
Fear
Frustration
Confusion
Stress
Approach-Avoidance
Enthusiasm
Impatience
Creativity
Anxiety
Energy
Hope
Acceptance
Skepticism
NEUTRAL ZONE
Based on work of William Bridges and Elizabeth Kubler Ross
How it Really Goes
Room for everyone
Organizing Around one point not as useful as watching for movement

11. When I first began to think about it
Talking About Change
Talking about change up front can enhance the resilience of those who have to live with the reality of it.
“Y” moment:
When I had worked through my reservations and was ready to give it a try
“X” moment:
When I first began to think about it

12. Leadership Differentiation: Relentlessness & Compassion
ENDING
NEW
BEGINNING
Denial
Anger
Shock
Resistance
Fear
Frustration
Confusion
Stress
Approach-Avoidance
Enthusiasm
Impatience
Creativity
Anxiety
Energy
Hope
Acceptance
Skepticism
NEUTRAL ZONE
Based on work of William Bridges and Elizabeth Kubler Ross
Sober Selling
Support / Inspiration
Relentless Commitment
Leadership Muscles: Relentlessness & Compassion

13. Doing Something Helpful…
Pick an area of significant change in your org, and locate where you and/or your colleagues are on the curve.
For an upcoming change that you know about – what X Moments could you create for those impacted? OR
What leadership stance/support might be useful?
Sober Selling
Relentlessness
Inspiration and Support

14. Resources… William Bridges, Transitions
Daryl Connors, Managing At the Speed of Change
Alan Deutschman, Change or Die
Howard Gardner, Changing Minds
John Kotter, Managing Change To Reduce Resistance
Elisabeth Kubler Ross, On Death and Dying
Dana Meadows, Limits To Growth
Dean Ornish, Program For Reversing Heart Disease

15. Maureen MacCarthy maureen@mgs-us.com
Thank you
Maureen MacCarthy