This book played a big role in the early days of development of our Beta transformation approaches: To us, it opened the door to a more informed understanding of the human psyche in change, and the social dynamics underpinning transformation. Combined with the Kotter approach, it helped us understanding transformation as a “double helix process”. Only much later would we figure out other key concepts of Very Fast Organizational Transformation, but “Managing Transitions” enabled us to to much better consulting.
Until this day, this is one of the great, great books on organizational change. The concept of the Ending, the Neutral Zone and the Beginning is one of those concepts you cannot do much good in organizational development, I think.