Emotionally sustainable change: two frameworks to assist with transition
Earlier research (Leybourne, 2007; Robinson and Griffiths, 2005; Stensaker et al. 2002) has identified that assisting employees to cope with change can be beneficial in ensuring that change initiatives are more effective. This paper considers two frameworks from outside the 'traditional' change literature that can assist in coping with change and that have been recognised for many years, but which are arguably under utilised in assisting employees through the behavioural, and particularly the emotional journey through organisational change. Bridges' (1991) transition framework and the Kubler Ross (1969) Grief Cycle are examined in turn, and each is critically appraised to identify the benefits, or otherwise, of what they offer to assist employees to cope with change, and managers to manage that coping element of change management. The outcomes suggest that both frameworks are beneficial to change practitioners, and can assist in supporting employees through the transition from one organisational state to another.