The Bridges Transition Model focuses on the human side of change and how people emotionally and mentally adjust to it. Developed by William Bridges, the model makes a clear distinction between change and transition. Change is the external event, such as a new system or structure, while transition is the internal process people go through to come to terms with it.
The model describes three stages. The first is Ending, Losing, and Letting Go. This is where people begin to detach from the old way of working. It can involve uncertainty, frustration, or resistance, especially if people feel they are losing something familiar. The second stage is the Neutral Zone. This is a period of transition where the old is gone, but the new is not yet fully established. It can feel unclear or uncomfortable, but it is also a time where new ideas and behaviours can emerge. The final stage is the New Beginning, where people start to accept and embrace the change, gaining confidence in the new way of working.
One of the strengths of the Bridges model is that it acknowledges that people move through change at different speeds. It highlights the importance of communication, support, and patience throughout the process. Rather than expecting immediate acceptance, it encourages organisations to actively manage the transition phase.
When applied well, the Bridges Transition Model helps organisations support people through uncertainty and ensures that change is not just implemented, but genuinely accepted and embedded over time.