The Problem Of Transition

The Problem Of Transition | By Robin Trehan

At the heart of any change management lays the problem of transition. The transition to be brought about might be large or small in scope and scale, and it might focus on individuals or groups, on one or more divisions or departments, the entire organization, or one or on more aspects of the organization's environment.

At a conceptual level, the transition problem is a matter of moving from one state to another state. This transformation is typically accomplished as a result of achieving three types of goals: transform, reduce, and apply.

Transform goals are concerned with identifying differences between the two states. I will call the first stage as unfreeze second change and the third refreeze.

Reduce goals are concerned with determining ways of eliminating these differences which occur while the transition take place from one state to another.

Apply goals are concerned with putting into play operators that actually effect the elimination of these differences.

The transition problem can be further treated as smaller problems having to do with the how, what, and why of change.

Transition as a "Why" Problem

• Why do we need the changes and what are the factors, which force us to bring about these changes. These outside forces are termed as Environmental Factors. (Theses environmental factors can be new emerging technologies, change in economic, social, political or cultural.) The answer to "why" questions is the most important as ends and means are relative notions, not absolutes; i.e., something is an end or a means only in relation to something else. Thus, chains and networks of ends-means relationships often have to be traced out before one finds the "true" ends of a transition effort.

Transition as "What" Problem

• The change effort in the form of "how" question is to focus the effort on means. To focus on ends requires the posing of "what" questions. What are we trying to accomplish? What changes are necessary? What indicators will signal success? What standards apply? What measures of performance are we trying to affect?

Transition as "How" Problem

• The transition problem after "Why" turns out to be "how" question. How do we get people to be more open, to assume more responsibility, to be more creative? To be self-managed teams? How do we move from a network environment to one that of another? How do we get this organization to be more innovative, competitive, or productive? How do we raise more effective barriers to market entry by our competitors?

[Robin C. Trehan (B.A, MIB, MBA) is an industry consultant in the field of mergers and acquisitions. He is also vice president and managing director at CBK Business and National Hotel Exchange.]