This timely guide offers advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change, and address emotional responses to downsizing.

The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change. As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally connected workplaces. Directed at managers on all rungs of the corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing disruptions and navigating uncertain times.

The best-selling guide for coping with changes in life and work, named one of the 50 all-time best books in self-help and personal development Whether you choose it or it is thrust upon you, change brings both opportunities and turmoil. Since Transitions was first published, this supportive guide has helped hundreds of thousands of readers cope with these issues by providing an elegantly simple yet profoundly insightful roadmap of the transition process. With the understanding born of both personal and professional experience, William Bridges takes readers step by step through the three stages of any transition: The Ending, The Neutral Zone, and, eventually, The New Beginning. Bridges explains how each stage can be understood and embraced, leading to meaningful and productive movement into a hopeful future. With a new introduction highlighting how the advice in the book continues to apply and is perhaps even more relevant today, and a new chapter devoted to change in the workplace, Transitions will remain the essential guide for coping with the one constant in life: change.

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.

The leadership of RNs is critical to solving the puzzle of fragmented patient care. The Care Coordination and Transition Management Core Curriculum is an evidence-based, patient-centered program that covers the dimensions, competencies, and activities of care coordination and transition management. It is designed to help you: Improve patient outcomes; Enhance access to quality care; Decrease hospital re-admissions; Decrease health care costs; Help patients navigate the health care system; Ensure continuity and seamless transitions among levels and settings of care; Work effectively in Patient-Centered Medical Homes and Accountable Care Organizations; Improve the individual patient's experience of care

Acknowledging that states are faced with societal problems too complex for existing approaches, this in-depth guide to transition management suggests combining long-term vision and short-term experiments in a selective participatory process that supports policy integration, social learning, and social innovation. The book covers the principle's first five years of theory and practice in the Netherlands, making it a unique account of an innovative experiment in policy theory and practice that is highly relevant in an international context.

Using numerous examples from businesses that have successfully undergone transition, this invaluable volume presents step-by-step strategies for reducing the human costs involved and tells managers what to expect, giving them practical suggestions for actions.