---
product_id: 1704800
title: "Managing Transitions: Making the Most of Change"
brand: "william bridgessusan bridges"
price: "E£ 3553"
currency: EGP
in_stock: true
reviews_count: 6
url: https://www.desertcart.com.eg/products/1704800-managing-transitions-making-the-most-of-change
store_origin: EG
region: Egypt
---

# Managing Transitions: Making the Most of Change

**Brand:** william bridgessusan bridges
**Price:** E£ 3553
**Availability:** ✅ In Stock

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- **What is this?** Managing Transitions: Making the Most of Change by william bridgessusan bridges
- **How much does it cost?** E£ 3553 with free shipping
- **Is it available?** Yes, in stock and ready to ship
- **Where can I buy it?** [www.desertcart.com.eg](https://www.desertcart.com.eg/products/1704800-managing-transitions-making-the-most-of-change)

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## Description

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## Customer Reviews

### ⭐⭐⭐⭐⭐ Answers the question:  Why most organizational change fails?
*by D***R on February 24, 2000*

William Bridges is one of the world's leading experts in the area of managing the human side of change. Bridges originally introduced the notion of "transition" in his first book, Transitions: Making Sense of Life's Changes (1980), which was a primer on coping with the tumultuous life changes we all face on a personal level. In Managing Transitions, Bridges applies the concept of transition within the context of organizational change.Bridges asserts that transition is not synonymous with "change." A change occurs when something in the external environment is altered. In an organizational setting this would include changes in management, organizational structure, job design, systems, processes, etc. These changes trigger an internal psychological reorientation process in those who are expected to carry out or respond to the change. Transition is this internal process that people must go through in order to come to terms with a new situation. Unless transition occurs, change will not work.Bridges believes that the failure to identify and prepare for the inevitable human psychological adjustments that change produces is the largest single problem that organizations encounter when they implement major change initiatives.Unfortunately, many managers, when confronted with predictable change-induced resistance by those charged with implementing a change, respond in punitive and inappropriate ways that only serve to undermine the change effort. Due to their lack of understanding of transition, they do not possess the skills to facilitate it effectively.Leaders and managers often assume that when necessary changes are decided upon and well planned, they will just happen. Unless the transition process is handled successfully by management, all that careful decision making and detailed planning will matter little.We must face the fact that for a change to occur, people must own it. Unless people go through the inner process of transition, they will not develop the new behavior and attitudes the change requires. Change efforts that disregard the process of transition are doomed.Bridges presents the reader with a simple three-phase transition model that eliminates much of the mystery surrounding the human side of change. He then provides would-be change agents with a series of checklists that serve as a road map for managing transitions in the real world.Both research and experience remind us that although a change can be implemented quickly, the psychological process of transition takes time. Transitions can take a very long time if they are not well managed. Few organizations can afford to wait that long for the results.The good news is that leaders can learn basic transition management strategies. Armed with these skills, they can lead employees through complex and difficult changes with renewed energy and purpose, and can actually accelerate the process of transition.With as many as half of all major organizational change efforts failing, leaders must learn new strategies and skills that will increase the odds of success. Bridges has provided us with a toolkit for managing the human side of change that is well worth considering.

### ⭐⭐⭐⭐⭐ Managing Transitions by William Bridges
*by D***H on May 13, 2007*

This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.I bought six copies of the book and have given them out to friends and co-workers.

### ⭐⭐⭐⭐ The first change management book I've found.
*by A***O on July 27, 2002*

Being an IT consultant, two of my main concerns are Project Management and Change Resistance. The combination of these two usually helps or dooms a project. "Managing Transitions" is the first book I have read that focuses on HOW to deal with change, instead of staying only in the WHAT should change, or WHY change is necessary.In summary, "Managing Transitions" divides change into beginning, transition, and closure. It also suggests taking people's feelings into account, and giving them as much information as can be given, in order to get the trust of the ones going through change.It gets four stars because in most chapters it talks about upper management as knowing exactly what has to be done, and it is only at the end that it acknowledges they may be wrong too. Since this is a book directed to managers, that is understandable. Most of its focus is in showing superiors how to lead their subordinates through change. However, it also devotes one chapter to explain how to deal with personal change.With 125 pages, it is easy to read. In this "Who Moved my Cheese?" age, Bridges book is getting much less attention than it deserves.

## Frequently Bought Together

- Managing Transitions: Making the Most of Change
- Leading Change, With a New Preface by the Author
- HBR's 10 Must Reads on Change Management (including featured article "Leading Change," by John P. Kotter)

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*Product available on Desertcart Egypt*
*Store origin: EG*
*Last updated: 2026-03-16*