Change & leadership
William Bridges
An author who distinguishes external change from the transition people experience. His model attends to endings, uncertainty and new beginnings.
Independent educational case study. No affiliation or endorsement implied.
WBCAA / 13
CORE FRAMEWORK · ORIGINAL SUMMARY
Help people let go, navigate the neutral zone and commit to a new beginning.
Reverse-engineer. Don’t idolize.
What the herd copied
Declaring a beginning before acknowledging an ending.
What actually worked
Naming loss and supporting uncertainty.
What survives
Make transition visible in the company plan.
Use it Monday at work
Make a company decision.
Name what a team loses in reorganization and one support action its manager owns.
Curated video lessons
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