The Transition Cycle
Home » Change Reactions » The Transition CycleThe stages of transition were first recognised in the 60's in studies of bereavement. In the 70's it was realised that this process may be triggered by any major life event, good or bad, in work as well as personal life e.g.: in a new job or after a move to a new country.
The same process also accounts for the "survivor syndrome" - loss of morale in organisations a few months after large scale changes e.g.; re-organisations, redundancies or take-overs.
The several phases of transition are shown, these involve predictable hazards, but can also lead to major opportunities. Initial reactions depend on whether the event was good or bad. But after 3-4 months inner contradictions develop between our old view of the world, or what we expected to happen, and the new situation.
The issues are usually too deep to recognise e.g.; feelings of betrayal after redundancy if there was great loyalty to the organisation, or lost hopes for the future after separation or bereavement.
We may become irritable, then anxious or confused and lose confidence without knowing why. Stress and anxiety can develop into a personal transition crisis. If the contradictions affect deeply held beliefs they may destabilise other parts of our life. Trust betrayed in one situation may cast doubt on other relationships.
The main hazards of the crisis phase result from severe stress and failing to recognise beliefs that are no longer valid. This tension can lead to loss of sleep and hence fatigue, errors of judgement, loss of strategic thinking, accidents and indiscretions or "moments of madness". These put severe strains on work performance and personal relationships. There may be a strong urge to escape the situation - quitting jobs or relationships. If the situation is not recognised it may lead to nervous collapse needing several weeks of sick leave. If a whole team is in crisis this becomes evident in conflict and scapegoating.
Most individuals work through this crisis phase in a few weeks. Enabling factors include economic security, emotional support from family, friends and work colleagues, time for regular exercise and a supportive work environment. The key task to break out of the crisis phase is to identify and let go of hopes or beliefs that are no longer appropriate. To do this it helps to value good events before the change started and to re-affirm personal qualities and beliefs that are still important to us. This may happen in a "defining moment" which may include standing up on a point of principle.
For example a new personal relationship may radically alter life priorities so that overtime given freely (or demanded) imposes unacceptably on personal time.
This may highlight unfairness in working practices that have been unquestioned for too long. Defining moments may look like rebellion to managers. But they may actually be valuable warnings in over-stressed organisations - one employee may be expressing an underlying concern that affects the morale and performance of many others.
Breaking out of a transition crisis is cathartic: an extended period of stress is released with a new sense of calm, well-being and energy. Once minds are freed up from strain they re-organise themselves spontaneously within a few weeks. This recovery phase is an exciting process because we see the world more clearly. More accurate insights into the new reality help us to see new opportunities. Teams in recovery develop great energy and creativity.
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