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Transforming transformational change?

"Transformational change” has become a commonplace buzzword for a variety of change management situations and initiatives. But what is the difference between transformational change and any other kind of business change? Unfortunately this question has been largely sidestepped in academic and business literature. However, I would argue that there is value in reserving the term “transformational” for some kinds of change management efforts and not others.

In the literature, academics and business leaders use a variety of metaphors to describe the subject of organisational change (Unfreezing and re-freezing the organisation, creating a paradigm shift, redefining culture, and so on). Although widely adopted, less space has been devoted to specifying what “Transformational change” means. There are currently three main strands of transformational change thinking:

  • Learning based – challenging current organisational mindsets and ways of learning in the organisation
  • Biological / chemical – creating the conditions required for organisational mutation, resulting in completely new structures and approaches
  • Chaotic – breaking down structures and identities through irrational and unpredictable actions, resulting in disorder followed by a “new” order

But these views do not seem to resonate with practicing managers. There is little uptake of these ideas, and limited understanding of the theory behind them. However, I believe that managers do differentiate between transformational and incremental change – even if the “gurus” haven’t caught up with them yet!

The element that transformation theories and management practice would seem to have in common is a challenge to knowledge in the organisation. In my view this overarching emphasis provides the basis for a more helpful definition. Transformational change differs from incremental change because transformation change almost always involves:

  • A process of destabilising deeply held beliefs in the organisation (i.e. killing the sacred cows, discussing the undiscussable, questioning individual and organisational knowledge)
  • Discrediting or sidelining key knowledge in the organisation (i.e. undermining what used to be regarded as essential know how)
  • Rethinking organisational identities (i.e. challenging how the organisation thinks about what it does and why it does it)

If your change efforts do not involve any of the above, then can you argue that they are truly transformational? But if they do… then the point is that transformational change can only be effected by engagement at a strategic level, a certain amount of management bravery, and thinking differently.

John Pillay is currently studying for a doctorate in change management at Cranfield University. He is preparing to present at the prestigious Academy of Management conference in Philadelphia in August. If you are interested in this subject area, or would like to participate in the research, then please contact John via the Chaucer Consulting office +44 (0)1795 542500