High rating for a textbook, but it deserves it.

books:


	• Managing Transitions: Making the Most of Change William Bridges Da Capo Press, 2003 - 144 pages average customer review:based on 31 reviews view larger image
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highly recommended

High rating for a textbook, but it deserves it.

I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.

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Excellent book

Change and transition are an important issue in our professional lives, going trough the book allowed me to realize the diferent stages and process involved and there for be in a better position the next challenge.

the use of examples en refrences is very well managed, language is easy

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great results from this book

This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.

Fantastic resource

Can't recommend highly enough. Very easy to read, useful examples. While many transitions are "negative" (factory closing, layoffs), the principles are very applicable to "positive changes" (adding staff, new facilities and systems, etc.). I run a small organization and it was incredibly helpful to me.

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Transition starts with an ending..

It isn't the fact of change that causes organizational grief, it is managing the psychological transition between the old and the new.

In my experience, most organizations do not handle this phase well. In their haste to move on, leaders and managers often forget the very real investment individuals have made in the past, Even when the need for change is understood and appreciated, people still require a plan to move ahead.

Dr Bridges has been working in this field for over 30 years. The strength of his work is in providing a framework for leaders and managers to consider the personal aspects of change.

Considering the human aspects of change management should have always been important. In these days, when so much of an organization's production capital is people, effective management of change is even more critical.

I recommend this book, and other work by Dr Bridges, to all leaders and managers who have responsibility for organizational change. You won't find all of the answers here, but you will definitely find the issues well covered.

Jennifer Cameron-Smith

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reviews: page 1, 2, 3, 4, 5, 6, 7

The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization. Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.

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