{"id":3907,"date":"2022-02-16T19:43:03","date_gmt":"2022-02-16T11:43:03","guid":{"rendered":"https:\/\/blog.visual-paradigm.com\/de\/?p=3907"},"modified":"2022-11-30T14:04:54","modified_gmt":"2022-11-30T06:04:54","slug":"what-is-bridges-transition-model-change-vs-transition-explained","status":"publish","type":"post","link":"https:\/\/blog.visual-paradigm.com\/de\/what-is-bridges-transition-model-change-vs-transition-explained\/","title":{"rendered":"Was Ist Das Bridges-\u00dcbergangsmodell? Ver\u00e4nderung Vs. \u00dcbergang Erkl\u00e4rt"},"content":{"rendered":"

Das Br\u00fccken\u00fcbergangsmodell, das sich eher auf den \u00dcbergang als auf den Wandel konzentriert.\u00a0<\/span>Die Idee, sich auf Transition statt Change zu konzentrieren, ist nicht nur eine Frage der Formulierung, sondern entwickelt auch einen v\u00f6llig anderen Ansatz f\u00fcr das Change Management.<\/span><\/p>\n

Ver\u00e4nderung vs. \u00dcbergang<\/span><\/span><\/h3>\n

Ver\u00e4nderung<\/span><\/strong>\u00a0ist ein externes Ereignis oder eine Situation, die eintritt: eine neue Gesch\u00e4ftsstrategie, ein F\u00fchrungswechsel, eine Fusion oder ein neues Produkt.\u00a0Die Organisation konzentriert sich auf das gew\u00fcnschte Ergebnis, das die \u00c4nderung hervorbringen wird, was normalerweise eine Reaktion auf ein externes Ereignis ist, und die \u00c4nderung kann schnell erfolgen.<\/span><\/p>\n

Transition<\/span><\/strong>\u00a0ist der interne psychologische Prozess, den Menschen durchlaufen, wenn sie neue Situationen verinnerlichen und sich an diese anpassen, die durch Ver\u00e4nderungen entstehen.\u00a0Eine gute F\u00fchrungskraft geht davon aus, dass Ver\u00e4nderungen Menschen in eine Krise f\u00fchren k\u00f6nnen.\u00a0Ausgangspunkt f\u00fcr den Umgang mit \u00dcberg\u00e4ngen ist nicht das Ergebnis, sondern das Ende des Verlassens der alten Situation.<\/span><\/p>\n

Ver\u00e4nderung ist also ein Ereignis, aber Transformation ist der Prozess, den Sie als Reaktion auf Ver\u00e4nderungen durchlaufen.<\/span><\/p>\n

Was ist das Br\u00fccken\u00fcbergangsmodell?<\/span><\/span><\/h3>\n

 <\/p>\n

Beim \u00dcbergang geht es darum, die Vergangenheit loszulassen und neue Verhaltensweisen oder Denkweisen anzunehmen<\/span><\/em><\/p>\n

\u2013 William Bridges (Buch: \u00dcberg\u00e4nge managen)<\/span><\/p><\/blockquote>\n

Nur wenn F\u00fchrungskr\u00e4fte und Organisationen die Transformationsprobleme l\u00f6sen, auf die Menschen im Ver\u00e4nderungsprozess sto\u00dfen, kann Ver\u00e4nderung gelingen.\u00a0Wenn die Ver\u00e4nderung wie geplant durchgef\u00fchrt werden soll, ist es entscheidend, die Menschen dabei zu unterst\u00fctzen, die Transformation zu realisieren, anstatt die Transformation gewaltsam zu vollenden.\u00a0Dies ist der Schl\u00fcssel, um Innovationschancen zu nutzen und organisatorische Flexibilit\u00e4t zu schaffen.<\/span><\/p>\n

Dies geschieht, indem die drei Phasen des \u00dcbergangs detailliert beschrieben werden, von denen jede die Mitarbeiter anleiten muss, um die Ver\u00e4nderung erfolgreich zu gestalten:<\/span><\/p>\n

<\/p>\n

BEARBEITEN SIE DIESE BRIDGES-\u00dcBERGANGSMODELLVORLAGE<\/span><\/a><\/p>\n

 <\/p>\n

    \n
  1. Beenden<\/span><\/strong>\u00a0\u00a0 (Menschen helfen, die alten Wege loszulassen) \u2013 Der erste und wichtigste Faktor ist dieser: Erkennen Sie, dass jede Ver\u00e4nderung Verluste mit sich bringen wird.<\/span><\/li>\n
  2. Neutrale Zone<\/span><\/strong>\u00a0(Menschen helfen, die \u201eReise\u201c zu machen) \u2013 Menschen entdecken neue Arten des Seins.\u00a0Sie lernen neue Dinge, schaffen neue Prozesse und beginnen, sich auf neue Anf\u00e4nge zuzubewegen.\u00a0W\u00e4hrend dieser Phase k\u00f6nnen sich Menschen verloren, frustriert, belohnt und erheitert f\u00fchlen.<\/span><\/li>\n
  3. Ein neuer Anfang<\/span><\/strong>\u00a0(Ermutigung zur Hingabe an eine neue Zukunft) \u2013 Die Menschen akzeptieren, dass sie Teil eines Ver\u00e4nderungsprozesses sein k\u00f6nnen, eines vollst\u00e4ndigen \u00dcbergangs zu einer neuen Realit\u00e4t.\u00a0Der Hauptzweck besteht hier darin, die Ergebnisse der Ver\u00e4nderung zu verbessern und die Klarheit \u00fcber den Zweck und die Geschwindigkeit der Umsetzung aufrechtzuerhalten.<\/span><\/li>\n<\/ol>\n

     <\/p>\n

    <\/p>\n

    BEARBEITEN SIE DIESE BRIDGES-\u00dcBERGANGSMODELLVORLAGE<\/span><\/a><\/p>\n

    Vorlagen und Beispiele f\u00fcr Br\u00fccken\u00fcbergangsmodelle<\/span><\/span><\/h3>\n

     <\/p>\n

    <\/p>\n

    BEARBEITEN SIE DIESE BRIDGES-\u00dcBERGANGSMODELLVORLAGE<\/span><\/a><\/p>\n

     <\/p>\n

    <\/p>\n

    BEARBEITEN SIE DIESE BRIDGES-\u00dcBERGANGSMODELLVORLAGE<\/span><\/a><\/p>\n

    <\/p>\n

    BEARBEITEN SIE DIESE BRIDGES-\u00dcBERGANGSMODELLVORLAGE<\/span><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    The Bridge Transition Model, which focuses on transition rather than change. The idea of focusing on transition rather than change is not only a matter of wording, but it also devises an entirely different approach to change management. Only when leaders and organizations solve the transformation problems encountered by people in the process of change can change succeed. If the change is to be carried out as planned, the key is to support people to realize the transformation, rather than forcibly complete the transformation. This is the key to taking advantage of innovation opportunities and creating organizational flexibility.<\/p>\n","protected":false},"author":1,"featured_media":4767,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_lmt_disableupdate":"","_lmt_disable":"","footnotes":""},"categories":[38],"tags":[],"class_list":["post-3907","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-change-management","loop-entry","clr"],"yoast_head":"\nWas Ist Das Bridges-\u00dcbergangsmodell? 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