by Victoria M. Grady
Published March 30, 2021 on Harvard Business Review
When people navigate big changes, one thing that can help is what developmental psychologists call “transitional objects.” These objects — whether they take the form of a physical item (like a security blanket) or something more abstract (like a routine, habit, or action) — provide the necessary grounding to guide someonerough uncertainty. Research shows that they can help organizations during major times of upheaval, too. In order for leaders to identify which transitional objects might be most helpful to employees, they should consider three attributes of how people process change: choice, a connection to a purpose, and using something new as a bridge toward where you’re head
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