The Difference between Change and Transformation
Change and transformation are two different things, with transformation being a more significant and marked change. While change management focuses on altering the way people do their jobs to drive new outcomes, transformation is a deeper process that cannot be managed or controlled. Personal transformation is an internal process that occurs of an individual’s own volition and is nearly impossible to achieve. Instead, transformation occurs at the collective level and is systemic in nature. It is about a system that asks people to do things that may seem crazy or unreasonable. In order to create meaningful and lasting change, it is important to understand the difference between change and transformation and to focus on transformation at the systemic level, rather than attempting to manage or control individual transformation.
The distinction between change and transformation is an important one to consider in the context of open agile solutions and adaptive synergy. While change management is often focused on making small adjustments or alterations to the way things are done, transformation involves a much more significant shift. It is a marked change, something that is vastly different from simple change.
One key difference between change and transformation is that transformation is not manageable at the individual level. Personal transformation is an internal process that occurs at the individual’s own volition. This means that organizations cannot force transformation upon their employees. Instead, transformation must occur at a collective level, within the system as a whole.
As Edgar Schein has pointed out, “Culture change is the only way to achieve transformation, and culture change is always difficult because it requires a shift in basic assumptions and values.” This is a key insight, as it highlights the fact that transformation is not just about changing behaviors or processes, but about fundamentally shifting the underlying values and assumptions of an organization.
To support transformation within an organization, it is important to focus on building relationships, creating a sense of collective awareness, and working towards a consensus on potential solutions. It is also crucial to maintain an open mind and to avoid treating people as the enemy, as the real enemy is often the bad system itself.
Ultimately, the goal of open agile solutions and adaptive synergy is to create meaningful and lasting change within organizations. While change management may be useful for making small adjustments, true transformation requires a deeper shift in the system as a whole. By focusing on building relationships, creating collective awareness, and working towards a consensus on solutions, leaders can help to facilitate this transformation and drive positive outcomes for the organization.
Change:
to make or become different
to take or use another instead
Transform:
a thorough or dramatic change in form or appearance
When it comes to open agile solutions, it’s important to recognize the difference between change and transformation. Change is about making small adjustments or shifts, such as changing how people do their jobs. On the other hand, transformation involves a marked change, something significantly different and deeper than just making a small change.
One key aspect of transformation is that it is not manageable at the individual level. Personal transformation occurs internally and is driven by an individual’s own volition. This means that it can be difficult, if not impossible, to force someone to transform.
Instead of trying to manage transformation at the individual level, it is important to focus on the systemic level. Transformation is about the system as a whole, and the actions and behaviors of the individuals within that system. In order to facilitate transformation, it is necessary to look at the system and identify ways to shift it in a meaningful and lasting way.
To support transformation in open agile solutions, it is important to:
Build relationships and form collective awareness of the issues at hand
Work towards a consensus of possible solutions
Keep an open mind towards the possible and be willing to consider alternative approaches
Avoid treating people as the enemy and instead focus on the bad system or practices that need to be changed
Leverage existing mediators and form bridging relationships to bring together competing groups or perspectives
Widen leadership relationships and focus on measurable outcomes
Take a holistic approach, considering all aspects of the system and how they may be impacting the desired transformation.
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