The Ending - as the word suggests, is the end of the familiar. In this stage, individuals identify what they have done and what they will no longer be doing when they reach the new Beginning.

The Transition - between the old and the new, many individuals feel lost because the new way of working is not yet entrenched and yet the old way of working has been deemed obsolete.

The (new) Beginning - should provide the sense of direction that has been missing.

For many, the first two stages of change involve feelings of loss. Several types of loss include:

• Security, including job security and knowing what will happen to the organization
• Territory, including areas of influence as well as physical space
• Relationships, including those relationships with co-workers and customers (Scott and Jaffe, 1995).

These feelings of loss have led many change management experts to draw upon the work of Elizabeth Kubler-Ross (1969). Kubler-Ross argued that when we grieve, we undergo a five-stage process:

1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance

Scott and Jaffe (1995) have illustrated a modified form of this model, developed by HeartWork, Inc. and Flora/Ellkind Associates that considers four stages of transition through change, using a 2X2 matrix. The four stages are:

1. Denial
2. Resistance
3. Exploration
4. Commitment

Depending on the individual's personality and the magnitude of that individual's perceived loss, reaching the exploration and commitment stages can be difficult for both the individual and the organization in which he or she works. A review of the literature reveals many different resources for helping an organization, its managers and staff through the process of change. I n their practical guide, Scott and Jaffe (1995) present eight guidelines for an organization to consider when preparing for corporate change:

1. Have a good reason for making the change and understand why the change is necessary.
2. Involve people in the change planning process, especially those most likely to resist.
3. Ensure that a respected leader heads the process of change.
4. Create transition management teams that will plan, coordinate and evaluate the change efforts.