Context

Organizational transformations often focus on external structures, systems, processes, and policies, while overlooking the psychological journey that individuals experience in parallel. This neglect explains why many technically well-designed change initiatives fail to take hold: while the change may be implemented, the transition remains incomplete. William Bridges’ Transition Model distinguishes between these two dimensions and offers a framework to guide the inner, human journey that enables change to endure.

Core Idea

Bridges defines change as a situational shift, an external event such as a new leadership structure, merger, or adoption of technology. Transition, on the other hand, is an internal psychological process through which individuals let go of the old and progressively embrace the new.

He identifies three overlapping phases that form the architecture of transition:

  1. The Ending: The phase of letting go. Individuals need to acknowledge what is ending (such as roles, habits, identity markers) and process the associated losses before they can move forward.
  2. The Neutral Zone: A liminal stage of uncertainty where the old reality no longer applies and the new one is not yet fully established. Although often uncomfortable, this stage fosters reflection, creativity, and experimentation.
  3. The New Beginning: The stage where individuals re-engage with purpose and adopt new patterns of behaviour, signalling that the transformation has been psychologically integrated.

These phases do not follow a linear sequence. People progress through them at different rhythms, and may occasionally regress when new challenges arise.

Application

For leaders, managing transition requires addressing both the emotional and cognitive dimensions of change. The model can be put into practice through four key actions:

  1. Acknowledge endings: Communicate openly about what is changing and why. Recognize losses rather than minimizing them, and where possible, compensate for what people are leaving behind.
  2. Structure the neutral zone: Provide clear but flexible frameworks to navigate uncertainty. Encourage dialogue, experimentation, and feedback to maintain momentum and psychological safety.
  3. Mark new beginnings: Celebrate early wins, reinforce the meaning behind the change, and create rituals that anchor the new reality in daily practice.
  4. Model the transition: Leaders should navigate their own transitions visibly and authentically, setting the tone for the organization.

Ignoring these dynamics creates what Bridges calls the “hidden costs of change” — guilt, resentment, anxiety, self-absorption and stress — which quietly erode trust and engagement. Addressing them transforms resistance into renewed commitment.

Takeaway

Bridges’ Transition Model reframes change as a human process rather than a managerial event. Sustainable transformation depends on supporting individuals as they move through the psychological journey of ending, neutral zone, and new beginning, rather than simply managing the technical side of the shift.

Further Reading

  • Bridges, W., & Bridges, S. (2016). Managing Transitions - Making the Most of Change. Da Capo Press.