Managing Transitions Essay Example | Topics and Well Written Essays - 750 words

Managing Transitions - Essay ExampleTherefore, if change is inevitable, the question the author brings up is how to like the transition so that the change occurs smoothly. The change, according to the author, is an event, an inescapable event. Company CEOs eventually age and retire. Or an immaculate industry, such as the automotive industry in the US, is adversely affected by costs volute out of control over a long period of time, which results in a financial crisis for the broad(a) industry. No longer is business a usual possible. The question addressed by the author is this - when these events face up the business, what is the process of change which will allow the business or organization to transition smoothly done the change, and become stronger as a result.The marketplace is littered with examples of companies which did non succeed in answering this question. They did not succeed, according to the author, because the change process is a cultural, and psychological - fav orable process, and not simply an event. For example, when a revolutionary CEO takes the reigns of a play along, he of she does so with saucy ideas, and the desire to expand the business to overb aging markets and new customers. By definition, this means that the company must change they must transition out of an existing psycho-social socialisation and take on a new one which is representative of the new leader. This is a process that a great deal takes years. The company that understands this, and manages the transition well, remaining productive with existing business while creating new opportunities is the company which succeeds. The company which allows the transition to consume valuable resources which are needed to feed the existing business frequently winds up starving its incumbent clients, or pushing its people past the point of effectively. The results are declining productivity, profits, and can result in the keep down implosion of a business. The author uses th e three step model for managing change which has been identified since 1935. First called the unfreeze, change, refreeze model by Kurt Lewin. Lewin used the example of changing the formulate of an ice cube as an illustration of changing the social culture of an organization. Simply chipping away at the ice cube does not change its shape it reduces the ice cube to shavings. Energy must be put into the social system, held in a frozen differentiate by the existing market, cultural and social forces in order to bring the system to a submissive state where transition is possible. Next the entire process of transition must be managed. The process often requires new control systems, new training or existing staff as well as new staff. Managing the process often can require bringing in an outside consultant, a new player who is put in a position of non-biased authority to assist all stakeholders to make adjustments to a changing social order. When the process of change has transacted, an d the new culture is emerging, a final surge of energy is required by the system in order to refreeze the system in its new state, and prevent old habits and old culture from reemerging in the newly transitioned organization.William Bridges described this three step process as follows. He calls the unfreeze process as the ending, loosing, or letting go phase. One could call this a ending phase, as old habits and methods must be terminated, and left behind. However, this death is the