A review of William Bridges' book, "Managing Transitions," with a discussion of the issues raised.
Written in 2008; 933 words; 1 sources; MLA; $ 33.95
Paper Summary:
This paper provides a summary of the issues discussed in William Bridges' book, "Managing Transitions." The paper discusses change processes and emphasizes how change is not a problem, but managing and responding to change among the workers is a problem. The paper further provides some background information on the book and the author. The writer concludes by rating the book in terms of readability and relevance.
Table of Contents:
Executive Summary
Background
About the Author
Summary of Key Points
Differences of Opinion
Rating
From the Paper:
"Third, change within the existing environment requires that old systems be dispelled or eliminated entirely, because any holdovers to the previous change process are likely to confuse or complicate the efforts to change altogether. Managers can accept the change process nominally but then can refuse to support the change process within their division, or the workers are not encouraged to learn and use the methods that have been put into place and are designed to facilitate change. This suggests that change can occur nominally but is not accepted on a cognitive level among the workers. The outcome is one in which change cannot actually occur because there is too much resistance against it and too much reliance on the past processes. I have seen this in my work experiences, particularly among workers given different sets of commands to follow. It is easiest to go back to the original and familiar ways of doing things instead of trying to reconcile the orders of many different authority figures."
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