The Transition Model, developed by William Bridges, explains how people internally experience psychological transitions during times of change. Unlike change models that focus on external actions (like ADKAR or Kotter), Bridges’ model focuses on the emotional and mental journey individuals undergo.
Three Phases of the Transition Model
| Phase | Description |
|---|---|
| 1. Ending, Losing, Letting Go | People must first let go of the old ways or identities. This phase is often marked by resistance, fear, denial, and sadness. |
| 2. Neutral Zone | The “in-between” state. Old ways are gone, but the new isn’t fully implemented. It’s a time of confusion, exploration, and creativity. |
| 3. New Beginning | People accept and embrace the change. Energy returns, roles are understood, and productivity increases. |
Transition vs. Change
| Change | Transition |
|---|---|
| External event or situation | Internal psychological process |
| Happens quickly | Takes time |
| Can be mandated | Must be personally accepted and processed |
Why the Transition Model is Valuable
- Helps leaders understand the emotional reactions to change
- Guides in supporting people through uncertainty
- Emphasises communication and patience during transformation
Practical Application
- Used in organizational change, career shifts, retirement, mergers, or even life events
- Often paired with change models like Kotter or ADKAR for a complete strategy
Change & Transition Models – Comparison Table
| Aspect | Bridges’ Transition Model | Virginia Satir Model | ADKAR (Prosci) | Lewin’s Change Model |
|---|---|---|---|---|
| Focus | Psychological response to change | Emotional response curve during change | Individual adoption of change | Process of organizational/systemic change |
| Type | Transition (internal) | Emotional transformation | Change management framework | Foundational behavioral model |
| Originator | William Bridges | Virginia Satir | Jeff Hiatt (Prosci) | Kurt Lewin |
| Phases / Steps | 1. Ending 2. Neutral Zone 3. New Beginning | 1. Late Status Quo 2. Resistance 3. Chaos 4. Integration 5. New Status Quo | 1. Awareness 2. Desire 3. Knowledge 4. Ability 5. Reinforcement | 1. Unfreeze 2. Change 3. Refreeze |
| Primary Use | Supporting people through change | Understanding emotional dip during change | Managing structured organizational change | Driving and stabilizing change |
| Strengths | Empathetic, personal, people-first | Shows the emotional low point and recovery | Goal-oriented, actionable, diagnostic | Simple, adaptable, good for early awareness |
| When to Use | Culture shifts, leadership changes, life transitions | Agile/transformational coaching, group dynamics | Project-based or organizational change | Any structured change scenario |
| Key Insight | Change ends—transition begins | Change creates temporary chaos before growth | People need different support at each stage | Change requires unlearning and relearning |