cameron and green making-sense-of-change-management

The underpinning theoryneeds to be managed well, or it can lead to chaos. A selection of Bridges’tips for this phase are listed below (he itemizes 21 in his book):• Explain the neutral zone as an uncomfortable time which with carefulattention can be turned to everyone’s advantage.• Choose a new and more affirmative metaphor with which to describe it.• Reinforce the metaphor with training programmes, policy changesand financial rewards for people to keep doing their jobs during theneutral zone.• Create temporary policies, procedures, roles and reporting relationshipsto get you through the neutral zone.• Set short-range goals and checkpoints.• Set up a transition monitoring team to keep realistic feedback flowingupward during the time in the neutral zone.• Encourage experimentation and risk taking. Be careful not to punishall failures.• Encourage people to brainstorm many answers to the old problems –the ones that people say you just have to live with. Do this for yourown problems too.Leadership for the new beginningHere are some of Bridges’ ideas for this phase:• Distinguish in your own mind the differencebetween the start, which can happenon a planned schedule, and the beginning,which will not.• Communicate the purpose of the change.• Create an effective picture of the changeand communicate it effectively.• Create a plan for bringing people through the three phases of transition,and distinguish it from the change management plan.172