Change is inevitable in every organisation. But while many companies focus on executing the change, few recognise the power and necessity of managing the transition that follows.
Understanding the difference between change and transition is not just semantics, it’s the key to successful change management.
What Is Change?
Change refers to the external event or situation that takes place. It’s tangible and often happens quickly:
- A new CEO is appointed.
- A new software system is implemented.
- Teams are restructured.
These are all examples of change. They’re often strategic decisions driven by market forces, competition, or internal needs. They’re visible, measurable, and typically outlined in project plans.
What Is Transition?
Transition, on the other hand, is the internal, psychological process that people go through to come to terms with the new situation. As William Bridges, a pioneer in change management, famously stated:
“Change is situational. Transition is psychological.”
Transition unfolds in three stages:
- Ending, Losing, and Letting Go – Individuals must let go of the old ways and identities.
- The Neutral Zone – A period of confusion and adjustment, where the old is gone but the new isn’t fully operational.
- The New Beginning – People begin to embrace the new way, with renewed energy and purpose.
Unlike change, transition takes time, support, and intentional leadership.
Why the Difference Matters in Change Management
Many change initiatives fail not because the change itself was flawed, but because leaders underestimated the transition people must go through. Here’s how understanding the distinction makes a difference:
1. It Encourages Empathy
Change management is not just a task list, it’s about people. Recognising that your team needs time and guidance to transition humanises the process and builds trust.
2. It Promotes Better Communication
When you understand the emotional journey of transition, you can tailor your communication strategies accordingly. This means addressing fears, clarifying expectations, and reinforcing the “why” behind the change.
3. It Increases Adoption and Engagement
People don’t resist change; they resist the loss that often comes with it. Supporting transitions, by involving employees early, listening to concerns, and celebrating small wins, helps drive engagement and ownership.
4. It Reduces Resistance
Resistance often stems from confusion or grief over what’s being left behind. Leaders who guide their teams through transition can minimise resistance and foster a more open, adaptable culture.
Practical Tips for Leading Through Transition
- Acknowledge the Ending
Don’t rush into new initiatives without recognising what people are leaving behind. Honor the old processes, even if they’re being replaced. - Create a Safe Neutral Zone
Allow space for uncertainty and questions. Provide support, coaching, and time for people to adapt. - Paint a Clear Vision for the New Beginning
Help people see the benefits of the new state. Provide clarity, role modelling, and celebrate progress to build momentum. - Provide Continuous Support
Transition doesn’t end with a go-live date. Monitor morale, adjust plans, and keep communication channels open.
Final Thoughts
Successful change isn’t just about implementing something new, it’s about helping people navigate from the old to the new. That journey is the transition, and it’s where the real work, and the real opportunity for growth, lies.
By focusing as much on how people experience change as on the change itself, organisations can improve adoption, reduce resistance, and ultimately, drive lasting success.
