Gilles Amado, Ph.D., Professor of Organizational Psychosociology at the HEC School of Management, Paris, is known as an expert of transition through two books he co-edited, 'The Transitional Approach to Change', with A. Ambrose and 'The Transitional Approach in Action', with L. Vansina, published in 2001 and 2005 by Karnac and which are indebted to the close work he had been undertaking for more than thirty years with Harold Bridger, a founding member of the Tavistock Institute of Human Relations. He is a founder member of the International Society for the Psychoanalytic Study of Organisations, an associate member of the Bayswater Institute and is particularly involved in action-research and consultancy in Europe and Latin America in the fields of industry, health, education, music and sport. Anthony Ambrose, PhD, is a social scientist whose early career was in research in development psychology. His later work with sociotechnical systems and change processes led him to be a Council member of the Tavistock Institute of Human Relations, Director of the Foundation for Adaptation in changing Environments, and consultant to the WHO and other organisations.

'An excellent contribution to the literature on organizational change.'- Gareth Morgan, Research Professor, York University, Canada'There is an urgent need for organizations constantly to remake themselves, to become more pliable. The research of Harold Bridger and his associates in this book outline how to achieve this pliability making use of Donald Winnicott's fundamental insights into transitional processes. Now we can apply these important ideas to organizational change.'- Malcolm Pines, former Consultant psychiatrist, Tavistock Clinic, London'Bringing together several different facets of what is termed "the transitional approach", it will be valued by consultants, management students, practitioners and all those who want to gain a deeper understanding of the processes of organisational change. It will also be a highly welcome addition to the currently available literature that aims to provide a deeper understanding of society. This book is designed to stimulate, encourage and facilitate the transitional process in people to the benefit of themselves and the social systems in which they are invoved.'- Lionel F. Stapley, Ph.D., Director, OPUS (An Organisation for Promoting Understanding of Society)

• CHAPTER ONE An introduction to transitional thinking CHAPTER TWO Organizational change theories and practices: a critical review CHAPTER THREE Some distinctive characteristics of transitional change CHAPTER FOUR Review as a necessary ingredient in transitional change CHAPTER FIVE The working conference design CHAPTER SIX Companionship with humans CHAPTER SEVEN Transitional interventions CHAPTER EIGHT The role of facilitators as mediators in transitional process: a South African case study.

Gilles Amado, Ph.D., Professor of Organizational Psychosociology at the HEC School of Management, Paris, is known as an expert of transition through two books he co-edited, 'The Transitional Approach to Change', with A. Ambrose and 'The Transitional Approach in Action', with L. Vansina, published in 2001 and 2005 by Karnac and which are indebted to the close work he had been undertaking for more than thirty years with Harold Bridger, a founding member of the Tavistock Institute of Human Relations. He is a founder member of the International Society for the Psychoanalytic Study of Organisations, an associate member of the Bayswater Institute and is particularly involved in action-research and consultancy in Europe and Latin America in the fields of industry, health, education, music and sport. Anthony Ambrose, PhD, is a social scientist whose early career was in research in development psychology. His later work with sociotechnical systems and change processes led him to be a Council member of the Tavistock Institute of Human Relations, Director of the Foundation for Adaptation in changing Environments, and consultant to the WHO and other organisations.

'An excellent contribution to the literature on organizational change.'- Gareth Morgan, Research Professor, York University, Canada'There is an urgent need for organizations constantly to remake themselves, to become more pliable. The research of Harold Bridger and his associates in this book outline how to achieve this pliability making use of Donald Winnicott's fundamental insights into transitional processes. Now we can apply these important ideas to organizational change.'- Malcolm Pines, former Consultant psychiatrist, Tavistock Clinic, London'Bringing together several different facets of what is termed "the transitional approach", it will be valued by consultants, management students, practitioners and all those who want to gain a deeper understanding of the processes of organisational change. It will also be a highly welcome addition to the currently available literature that aims to provide a deeper understanding of society. This book is designed to stimulate, encourage and facilitate the transitional process in people to the benefit of themselves and the social systems in which they are invoved.'- Lionel F. Stapley, Ph.D., Director, OPUS (An Organisation for Promoting Understanding of Society)

• CHAPTER ONE An introduction to transitional thinking CHAPTER TWO Organizational change theories and practices: a critical review CHAPTER THREE Some distinctive characteristics of transitional change CHAPTER FOUR Review as a necessary ingredient in transitional change CHAPTER FIVE The working conference design CHAPTER SIX Companionship with humans CHAPTER SEVEN Transitional interventions CHAPTER EIGHT The role of facilitators as mediators in transitional process: a South African case study.

Gilles Amado, Ph.D., Professor of Organizational Psychosociology at the HEC School of Management, Paris, is known as an expert of transition through two books he co-edited, 'The Transitional Approach to Change', with A. Ambrose and 'The Transitional Approach in Action', with L. Vansina, published in 2001 and 2005 by Karnac and which are indebted to the close work he had been undertaking for more than thirty years with Harold Bridger, a founding member of the Tavistock Institute of Human Relations. He is a founder member of the International Society for the Psychoanalytic Study of Organisations, an associate member of the Bayswater Institute and is particularly involved in action-research and consultancy in Europe and Latin America in the fields of industry, health, education, music and sport. Anthony Ambrose, PhD, is a social scientist whose early career was in research in development psychology. His later work with sociotechnical systems and change processes led him to be a Council member of the Tavistock Institute of Human Relations, Director of the Foundation for Adaptation in changing Environments, and consultant to the WHO and other organisations.

'An excellent contribution to the literature on organizational change.'- Gareth Morgan, Research Professor, York University, Canada'There is an urgent need for organizations constantly to remake themselves, to become more pliable. The research of Harold Bridger and his associates in this book outline how to achieve this pliability making use of Donald Winnicott's fundamental insights into transitional processes. Now we can apply these important ideas to organizational change.'- Malcolm Pines, former Consultant psychiatrist, Tavistock Clinic, London'Bringing together several different facets of what is termed "the transitional approach", it will be valued by consultants, management students, practitioners and all those who want to gain a deeper understanding of the processes of organisational change. It will also be a highly welcome addition to the currently available literature that aims to provide a deeper understanding of society. This book is designed to stimulate, encourage and facilitate the transitional process in people to the benefit of themselves and the social systems in which they are invoved.'- Lionel F. Stapley, Ph.D., Director, OPUS (An Organisation for Promoting Understanding of Society)

• CHAPTER ONE An introduction to transitional thinking CHAPTER TWO Organizational change theories and practices: a critical review CHAPTER THREE Some distinctive characteristics of transitional change CHAPTER FOUR Review as a necessary ingredient in transitional change CHAPTER FIVE The working conference design CHAPTER SIX Companionship with humans CHAPTER SEVEN Transitional interventions CHAPTER EIGHT The role of facilitators as mediators in transitional process: a South African case study.