Backing into the Future
Every transition has a beginning, a middle, and an end. But when members of an organization experience change, they experience all three at once, and in reverse order. That's the premise of the approach Concentrics uses in its Transition Management Workshops, because it helps members comprehend what's happening, and understand how to use it to their advantage.

Starting with the Ending
Typically, a transition starts with an ending--the ending of an old job, an old department, old co-workers, the old company. During the early part of the transition, members focus most of their attention on the reality that is about to conclude. They feel a longing to retain the familiar, and often experience regret and anxiety about its loss.

Drifting in Neutral
At the same time that most of their thoughts are about endings, members attempt to conjure with the New. They have many questions--questions for which there are often no answers. As time goes on, a Neutral area develops--a sort of gray zone. Workers are now experiencing three phases all at once: they are still coping with endings, they're starting to confront beginnings, but chiefly they're in a middle area of uncertainty that lies between the two. This position of ambiguity has the potential for producing bursts of creative energy.

Ending with the Beginning
As they negotiate the neutral area, members apply the greater part of their time and attention to facing what's new, while still dealing with endings and ambiguity. Success in this journey depends on how willing they are to let go of the past, and how well they are prepared to face the future.

Providing Tools to Manage Organizational Change
Concentrics provides the tools to cope with each of these periods of uncertainty. We teach people real skills they can use during change, like how to work with resistance, how to recognize and capitalize on opportunities, how to form and re-form teams and team spirit, and how to listen and communicate, so that a shared vision can be created.

Using Resistance to Advantage
Change almost always begets resistance, both direct and indirect. That's frustrating for change leaders, but it's also a clue that something's not going right. Concentrics teaches leaders and managers how to acknowledge resistance, how to design systems to alleviate it, and how to help individuals manage their resistance.

Contact Concentrics to see how we can help you release the knowledge power of your organization.

Concentrics, Inc., 35 S. High Street, West Chester, PA 19382, VOICE 610.696.3950, FAX 610.696.3025, E-mail info@concentrics.com