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Managing Transitions [Paperback]

William Bridges
5.0 out of 5 stars  See all reviews (2 customer reviews)

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Book Description

27 Nov 2003
Directed at managers and employees in today's corporations, where change is necessary to revitalize and improve corporate performance, this guide addresses the fact that it is people that have to carry out the change.

Product details

  • Paperback: 163 pages
  • Publisher: Nicholas Brealey Publishing; Revised edition edition (27 Nov 2003)
  • Language: English
  • ISBN-10: 1857883411
  • ISBN-13: 978-1857883411
  • Product Dimensions: 19 x 23 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Bestsellers Rank: 236,701 in Books (See Top 100 in Books)

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4 of 4 people found the following review helpful
5.0 out of 5 stars practical and well thought through techniques 8 May 2006
This is one of the best books I have read on change management, which separates it from the dirth of publications which flood the market which don't offer anything new. A truly excellent publication.

It is primarily suited to those working in delivering change. I would also recommend it as a guide to sponsors, managers and team leaders, to understand what change feels like and compare their own experiences with those in other organisations. William Bridges writes from experience and this is very much a practical guide, suggesting techniques appropriate at each stage of change.

This publication is relatively light on the theory behind change. This is to its advanatge, however for those coming to these theories for the first time, it is best read in conjunction with a partner text which can provide more background to change and particularly the stages of change.
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8 of 9 people found the following review helpful
5.0 out of 5 stars Durable Insights...Practical Suggestions 3 Feb 2006
By Robert Morris TOP 500 REVIEWER
I read this book when it was first published (1991) and recently re-read it, curious to see how well Bridges' ideas have held up since then. They remain rock-solid. His objective is to suggest how to "make the most of change" and heaven knows there have been so many major changes, both global and local, in recent years. I expect the nature and number of such turmoil to increase significantly, and, to occur at an ever-accelerating velocity. I also expect Bridges' observations and suggestions to remain valid. Perhaps at some point he will revise this book to accommodate certain changes such as the emergence of what Pink calls "the free agent nation." The book's materiel is carefully organized within four Parts:
The Problem [Bridges provides "a new and useful perspective on the difficulties ahead" and then a test case which illustrates that perspective]
The Solutions [Bridges suggests all manner of ways to apply what is learned from the previous Part]
Dealing with Nonstop Change in the Organization and Your Life [Bridges suggests a number of strategies by which to cope with rapid change, both organizationally and personally]
In 1991, Bridges was convinced that it is impossible to achieve any desired objectives without getting to "the personal stuff"; the challenge is to get people to stop doing whatever "the old way" and that cannot be accomplished impersonally. He was also convinced that transition management requires experience and abilities we already possess as when we struggle, for example, to "figure out a tactful response in a difficult situation." However, the strategies of transition management he suggests may require mastery of certain techniques which we "can easily learn.
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Most Helpful Customer Reviews on (beta) 5.0 out of 5 stars  1 review
5.0 out of 5 stars Love this book; have used it for years 7 Feb 2010
By Lynnette - Published on
Format:Paperback|Verified Purchase
Williams Bridges' Managing Transitions is well written. He presents the people side of organizational change in a way that is easy to grasp; very intuitive. He gives good case examples and practical actions leaders can take to improve the people side of organizational change. I use this often in my work.

This particular edition is not the one I use. I bought it thinking it was a variation on the book, but it's really the same book.
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