PROCESSES | Supporting Change

Navigating transitions

What

This structural constellation draws upon the wisdom of William Bridges, Transition model.

William Bridges offers a clear distinction that allows a more systemically attuned perspective to shape our inner stance. In his view, change is what happens in the external environment: a new business strategy, a change in leadership, a merger, a new product and transition is the inner psychological process that people go through as they internalize and come to terms with the new situation that the change brings about.

The model identifies the three stages people experience during change: Ending, Neutral Zone and New Beginning. The simplicity of the model offers the opportunity to turn a coaching conversation into a coaching constellation – both when working in one-to-one contexts or when working with teams and groups.

Why

Acknowledging that transitions start with an ending is already a systemic intervention – as it names and includes a reality that organizations often disregard. When working with this approach we invite people to start by acknowledging what is ending. This allows a natural softening of loyalties and supports people to find their place and their sense of agency in relation to the process of change.

From goals to flow. When working with this model, we are inviting people to move from “pushing” for change to happen as this inevitably creates resistance, to creating the conditions for flow, for change to be supported in a way that serves the health of the whole system.

This structural constellation allows the space for people to honour what was, name their truth and renew their sense of how they can step into a sense of agency that enables them to align to their role, reshape the way they collaborate with each other in a way that brings a bit more ease and flow to the process of navigating change.

For more on the underlying model: William Bridges website

How

CONTRACT WITH THE LEADER
When offering systemic work, it is often useful to have a clear process of contracting. Often times that means guiding the leader through the process so that we support them to stand in their authority and also create the conditions for the work to be well received in the team context.
CONTRACT WITH THE TEAM
Whether you plan the session and send in advance a couple of ideas about William Bridges model or you briefly mention it in the moment, honouring the rational mind, creates the conditions for more ease and more engagement with the process. As you introduce it, you can model standing and speaking from each space – Ending, Neutral Zone, New Beginning, demonstrating how by paying attention to distance and orientation, each person can make visible their own inner sense of how things are right now.
SET UP THE CONSTELLATION
Invite the team to connect to a transition process in relation to which they feel stuck or in relation to which they need more ease and clarity. Invite each team member to stand in relation to Ending, Neutral Zone and New Beginning in a place that feels true.
ACKNOWLEDGE WHAT IS
Invite each team member to notice what feels true in that place. You may use reflective questions like:
- What are you experiencing here?
- Where is your attention drawn to?
- What would be the truest statement that acknowledges how things are right now?
Capture the essence:
Is there a ‘chapter heading’ or resonant sentence that captures the essence of what is true here and now?

Facilitation tips:

Invite everyone to share briefly their chapter headings, thank each person for their contribution, actively discourage people talking over each other or commenting on what others have shared.
Write down the chapter headings in the order in which they’ve been shared and then invite people to notice what is the general theme emerging, what is the constellation of key words, what is the tapestry of seeing all the chapter headings weaved together?

5. FACILITATE THE ENDING

Attending to endings releases energy in the system and frees a team to move. After acknowledging where each person is, invite them to turn and stand in relation to what is Ending.

You might offer systemic questions or resonant sentences that support team members to acknowledge what is true in relation to the Ending so that fresh energy becomes available.

What is your sentence of truth in relation to the Ending?
What do you miss about how things were?
What is lost? What is no longer possible?
How was the balance of giving and taking, of cost and gain in that system?
What needs to be left respectfully in the past for a new beginning to become possible?
What will you keep from the past and might resource you in the future?

If appropriate, you may invite team members to include representatives for what needs to be left in the past (procedures, technology, ways of collaborating)

6. FACILITATE A STEP TO BETTER

Invite the team members to take one step towards better:

What will you keep from the past as a resource?
What facilitates your step towards better?
What is the change required of you for this step towards better?
What becomes possible from this place?

Capture the essence: What is the current ‘chapter heading’ or resonant sentence for the team?

7. INTEGRATION

Invite the team members to discuss in pairs and then share briefly in plenary:

What did I learn about myself?
What did I learn about my role?
How is what I learned today going to impact the way I show up in the current professional context?
What actions do I need to take following today?

What did we learn about the resources and capacities of this team?
What is one fresh perspective that we have about us as a team?
What do we need to embrace and what do we need to let go of?
What actions do we need to take following today?

As an option you can now invite the team members to map the team as a whole system on the same journey they have just taken as individuals. Repeat the process with a representative for the whole team, however this time they need to work collaboratively and co-create the sentences and the movements at each stage through facilitated discussion.

How

CONTRACT WITH THE LEADER
When offering systemic work, it is often useful to have a clear process of contracting. Often times that means guiding the leader through the process so that we support them stand in their authority and also create the conditions for the work to be well received in the team context.
CONTRACT WITH THE TEAM
Whether you plan the session and send in advance a couple of ideas about William Bridges model or you briefly mention it in the moment, honouring the rational mind, creates the conditions for more ease and more engagement with the process.As you introduce it, you can model standing and speaking from each space – Ending, Neutral Zone, New Beginning, demonstrating how by paying attention to distance and orientation, each person can make visible their own inner sense of how things are right now.
SET UP THE CONSTELLATION
Invite the Team to connect to a transition process in relation to which they feel stuck or in relation to which they need more ease and clarity.Invite each team member to stand in relation to Ending, Neutral Zone and New Beginning in a place that feels true.
ACKNOWLEDGE WHAT IS
Invite each team member to notice what feels true in that place. You may use reflective questions like:
- What are you experiencing here?
- Where is your attention drawn to?
- What would be the truest statement that acknowledges how things are right now?
Capture the essence:
Is there a ‘chapter heading’ or resonant sentence that captures the essence of what is true here and now?