The truth about transformation: One person can change the world

Abstract

This chapter distinguishes transformation from change and explains how one person can transform an organization or department. The definition of an organization illuminates that relationships and the conversations people have with one another are key. A process and a model for transformation are described and illustrated with specific examples. A contrasting example of what is not transformation is offered. Sample exercises and overview of others' application of the model and process are included. Distinctions that are relevant to transformation are described; they are choice, the often unconscious approach to business as a machine, speech acts, relationship with commitment, and advising others in the organization of changes before they are made. Challenges to be prepared for are illuminated, and the development of certain competencies is outlined and encouraged. An effective coaching or consulting relationship for transformational work is described. It is proposed that transformation is actually the opportunity to listen to what one is being called to do in the world and bring it forth.