We are living through a time of change. And every change that happens to us is accompanied by a psychological or emotional transition.
Some of these transitions are small, others are large. But all can have a major impact on our ability to reach our goals.
Changes happen in the outer world. They are about starting or finishing a project, role, or relationship.
Transitions happen in our inner world: they are about the impacts these changes have on our identity.
Changes involve places, things, events, transactions, and hierarchies.
Transitions are about meanings, relationships, and stories.
Changes are visible, tangible.
Transitions are invisible, intangible.
Changes can happen quickly.
Transitions can often take a long time for people to work through.
Changes are predictable.
Transitions are not.
This is why change guru William Bridges says:
“It isn’t the changes that do you in, it’s the transitions.”
As an example, following an acquisition, Jane and her team found themselves with a new reporting line on the organisation chart. The changes they were being asked to implement were relatively straightforward: they could easily adapt to the new technologies, priorities, and performance metrics they were being asked to take on. But what really mattered to the team was the impact on their identities:
- Would their work still be as important to the strategy of the firm?
- Would they still be as close to core decision-makers?
- Would their status and employability be affected?
But because these emotional transitions were invisible, nobody was talking about them, let alone managing them. And these were the issues that mattered to the team. This was what would decide the success or failure of the acquisition.
Are you or the people close to you going through any changes at the moment? Is anybody paying attention to managing the psychological and emotional transitions that must also be happening? Would it be useful to change that?
Adapted from Inner Leadership: a framework and tools for building inspiration in times of change.
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