Phases and features of the transition cycle

This paper is offered as part a dialogue between researchers and practitioners in psychology, management and related professions. Many of us share concern for the quality of working life, healthy organisations and in particular for managing stress and change. I offer a practitioner’s view of using transition psychology with individuals involved in career crisis or change, and helping them to survive and thrive in changing organisations.

Occupational psychology is changing too, shifting emphasis from individual to organisational behaviour. Do colleagues share my concern to keep in mind the individual’s experience of reality? Increasingly individuals have to forge our own career paths through a series of organisations. Work is only part of our total life experience, but one that increasingly affects our health, and the well-being of our families and communities. Transition psychology highlights vital connections across the life~work boundary. Organisation performance relies on optimum participation by real people.

Coping with stress and change have always been key issues for human survival and evolution. We know that complex psychological mechanisms evolved for coping with stress. Is it possible that equally sophisticated processes have evolved for coping with change? Current psychological research and commercial practice focus on stress, performance and organisational agendas for change. But interventions which overlook deeper psycho-social factors may impede natural transition processes.

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