The Neutral Zone

The Neutral Zone is the second stage of the Bridges’ Transition Model. It is a time of uncertainty and confusion. The old ways have ended, but the new ways are not fully operational yet. It’s a ‘limbo’ between the old and the new.

This transitional stage can be uncomfortable, but it is also a period of tremendous creativity and innovation. During this stage, people start to explore and experiment with new ways of doing things. It is an opportunity for the management to encourage experimentation and brainstorming, fostering a sense of ownership and engagement among employees.

New Beginning

The final stage of the transition model is the New Beginning. At this stage, people start to embrace the new ways of working and let go of the old ones. They begin to see the advantages of the changes and start to feel more comfortable with the new routines and processes.

The leadership team should continue to support and encourage their teams during this stage. Reassurance and reinforcement of the benefits of the change are critical to maintain the momentum of the transition. Celebrating small wins can help build confidence and positivity among employees. It will also reduce resistance from individuals involved in the process.

Applying the Bridges’ Transition Model in Change Management

The Bridges’ Transition Model is a powerful tool in change management. It offers a framework to understand the transition process people experience during times of change, providing leaders with insights on how they can work with their teams, and other individuals through each stage.

Effective change management involves understanding the three stages of transition and implementing strategies to help people navigate these stages. It’s about empathizing with employees’ feelings, providing support, and maintaining open and honest communication.

It is also about embracing the ‘Neutral Zone’ as a time of innovation and learning, rather than a period of confusion. Leaders should use this time to encourage creative problem-solving and experimentation. Emotions are also key in understanding how indivduals work in Teams and how they or not promote change in the business organization.

Bridges’ Transition Model is highly relevant to business organizations as it emphasizes the emotional and psychological aspects of change. By distinguishing between “change” (external) and “transition” (internal), the model helps leaders understand employee responses during transitions.

FAQ

What are the three stages of Bridges’ Transition Model?

Bridges’ Transition Model consists of three distinct psychological stages that individuals experience during organizational change: Ending, Losing, and Letting Go; the Neutral Zone; and the New Beginning. The first stage, Ending, Losing, and Letting Go, acknowledges that change begins with an ending where people must release their attachment to the old ways of working, familiar routines, and established identities. This stage is characterized by resistance, denial, anger, and grief as employees process what they are leaving behind. The Neutral Zone represents the psychological transition period between the old and new, a state of ambiguity and uncertainty where the old way is gone but the new way isn’t fully operational yet. This in-between stage can be uncomfortable and confusing but also holds potential for creativity and innovation. The final stage, the New Beginning, occurs when people have accepted the change, developed new competencies, and begun to experience the benefits of the transformation, leading to renewed energy, commitment, and a sense of purpose aligned with the new reality.

How can organizations support employees during the transition process outlined in Bridges’ model?

Organizations can provide targeted support tailored to each stage of the transition process to help employees navigate change successfully. During the Ending stage, leaders should openly acknowledge what is being lost, validate employees’ feelings of grief or anxiety, and create space for people to express their concerns without judgment. Providing clear information about what is changing and what will remain the same helps reduce uncertainty and demonstrates respect for the past while explaining the necessity of moving forward. In the Neutral Zone, organizations should offer extra patience, resources, and psychological safety as employees experiment with new approaches and experience temporary dips in productivity. Regular communication, short-term goals, quick wins, and visible progress markers help maintain momentum during this ambiguous period. Training, coaching, and peer support networks are particularly valuable here. As employees enter the New Beginning stage, organizations should celebrate successes, reinforce new behaviors through recognition and rewards, share stories of positive outcomes, and help individuals see their role in the transformed organization. Throughout all stages, maintaining consistent, honest communication and demonstrating empathy for the human experience of change is essential.

In what ways does Bridges’ Transition Model address resistance to change among individuals?

Bridges’ Transition Model addresses resistance by reframing it as a natural and legitimate psychological response to loss rather than an obstacle to be overcome or eliminated. By explicitly naming the Ending stage and acknowledging that people must grieve what they’re losing—whether it’s familiar processes, relationships, status, or competence—the model validates the emotional experience that often manifests as resistance. This recognition alone helps reduce resistance by making employees feel heard and understood rather than dismissed or pressured. The model demonstrates that resistance typically stems from the discomfort of letting go and the uncertainty of the Neutral Zone rather than opposition to improvement itself. By providing a framework that normalizes these feelings and identifies them as temporary stages in a process, organizations can help employees understand their own reactions and move through them more constructively. Leaders who use this model can address the root causes of resistance—fear of loss, uncertainty about the future, or lack of control—with appropriate interventions rather than simply demanding compliance. The model also emphasizes that rushing people through transitions or ignoring the psychological journey actually intensifies and prolongs resistance, while acknowledging and supporting each stage accelerates genuine acceptance.

How can leaders effectively manage transitions according to Bridges’ model?

Leaders have the ability to manage transitions successfully by understanding that their responsibilities go beyond merely executing the changes; they also entail supporting individuals as they navigate the emotional aspects of the transition process. At the stage known as Ending, it becomes essential for leaders to assist their team members in pinpointing exactly what is concluding, openly recognizing the associated losses with respect, and granting adequate time for individuals to detach from previous practices, all without framing this process as a sign of negativity or lack of commitment. They ought to engage in empathetic communication, share personal stories about their own experiences of letting go, and commemorate endings through rituals or symbolic actions that pay tribute to the past while simultaneously guiding towards the future. Once in the Neutral Zone, leaders must exhibit patience and provide a semblance of order amidst the turmoil by establishing clear short-term goals, conducting regular check-ins, and fostering secure environments conducive to experimentation and learning. It is important to normalize feelings of confusion and the occasional dip in productivity while actively seeking and nurturing innovative ideas that frequently blossom during this creative transitional space. As employees transition into the New Beginning, leaders need to convey a powerful vision, clarify people’s roles within the new landscape, provide opportunities for skill enhancement, celebrate initial successes, and consistently reinforce the behaviors they wish to promote. At all phases of this journey, effective leaders maintain a visible presence, communicate openly and regularly, demonstrate their own dedication to the transition, and adapt their methods based on the varying positions of individuals or teams within their respective journeys.

Management Models : other articles

• Adkar Change Management Model
• John Kotter's 8 stages of change
• Kurt Lewin's 3 steps to change
• Nudge Theory and Change Management
• Satir change management model

This article has been written by Marc Prager.