TRANSFORMATION – WHAT’S REALLY REQUIRED?
September 10, 2006 by Marguerite Orane
Filed under Practice
The following article was published today in the Jamaican Gleaner. Enjoy – and leave comments!
“Transformation” has become a buzz word in recent times. We hear of “personal transformation”, “organizational transformation”, and most recently “transformation of the education system”. And yet we see so little transformation!
Let’s first understand what transformation means. A dictionary definition tells us that the word is derived from two Latin words: “trans” – across and “formare” – to form. So the word literally means to change form. We can therefore expect that when we speak of transformation there will be a significant change. However, not all change is transformation. Improvements which make a system work better or faster, are not transformation. Transformation means that the very essence of the thing changes. Personal transformation for example, usually means that someone has taken a deliberate decision to make a profound change in their lives – to literally become a new person. Transformation of an organization means that the structure, systems, procedures and people, even the very mandate of the organization, will change form radically. Transformation is about creating a new being.
Why the need for transformation?
Transformation happens when there is severe discomfort with the status quo. In our personal lives we feel the need to transform when there is some severe crisis – when “we can’t take it no more”. The need for transformation of the education system was triggered by the publishing and subsequent outcry of the dismal CSEC scores of Jamaican students. This clearly demonstrated in an unemotional, objective way the fact that the status quo was not working. Undoubtedly, there had been significant discomfort with the status quo over many years. The thousands of students and their parents who were not served by the system would have known that transformation was needed. The good teachers and administrators whose hearts were pained by failing students, knowing that when their students failed they had failed, would also have seen the need for transformation years ago. But it took just one event, in and of itself a small step, to tip the scales and to have the need for transformation of the education system seen as a national priority.
However, listening to the deliberations at the Jamaica Teachers Association Conference, we hear that very little transformation has happened. And a look at the Implementation Plan in the report will reveal that very few activities have taken place. How can this happen when there is no doubt in any Jamaicans mind that it needs to happen?
To answer this, I posit that we need to examine some of our assumptions or myths about transformation.
1. Myth: It must be comfortable and orderly. Reality: the truth is that transformation is very uncomfortable. Think of the caterpillar morphing into a butterfly – there is nothing comfortable about being in the cocoon – it doesn’t know what it is changing into, it’s dark, it’s warm and there is no form – just a powdery mucus-type of stuff. And that’s what transformation is like. Our tendency, if we subscribe to the myth is to get things comfortable, which usually means reverting to the status quo. What’s needed is to ride through the discomfort
2. Myth: People need to be ready for transformation. Reality: It is very rare that the majority of people involved in a system are ready for transformation. The only readiness that is required is the vision, sense of urgency and willingness to act of the leadership
3. Myth: Those who created the status quo can lead the transformation. Reality: I am reminded here of Newton’s First Law of Motion which states: A body remains at rest or in motion with a constant velocity unless an external force acts on the body. An entity will continue going in the same direction unless an external agent acts on it
4. Myth: Transformation is long term, with few visible results in the short term. For many, this means don’t start at all. Reality: In fact, once transformation starts, there is a momentum that builds so that within short order, the transformation accelerates with increasing velocity.
5. Myth: Transformation requires additional effort. Reality: Again, if we look at physics, we are reminded of the laws surrounding energy which states that energy cannot be created or destroyed; it only changes form. There is already significant energy invested in maintaining the status quo. Transformation simply requires a shift of that energy
6. Myth: You have to know exactly what you are doing before you start. Reality: there are no right answers in the future. Whether you are right or wrong emerges in time. One thing is certain – in the face of significant discomfort with a system, doing nothing is definitely wrong!
Having dispelled these myths, we can see that what’s really required for transformation is leadership that is visionary, committed and willing to take risks; leadership that honestly identifies the case for change with no denials; leadership that is willing to do what’s right rather than what’s popular. It’s never about the money – it’s all about the leadership!
It was interesting that I came across your blog this morning, as my main work task today is to clarify my ideas about transformation. I found your definitions helpful. In essence, I feel that personal transformation is a discontinuous process. By this, I mean that I think it starts with a commitment to make a major personal change. I believe that, invariably it has a strong emotional aspect. One rarely embarks on a personal transformation for purely logical reasons. Once the intention or commitment exists, many of the final results and outcomes are beyond our personal control, not least because the change in ourselves affects our environment, eg we may lose or gain friends, associates etc. Recognising that it is a process frees us to be more curious and to make the most of what we’ve learned and that is what some of the discontinuities are about. Sometimes the transformations bring a trailor load of changes all at once, sometimes a deep commitment to personal transformation incubates for years and finally manifests itself as a “surprise.” Personal transformation helps one understand that the world is somewhat chaotic, and that if we commit to live in the moment, we realise that we are actually in control of very little, yet we can make our peace with that reality and relinquish our unrealistic expectations of control. The only thing that we have a level of control over is our own self. If a person makes a deep commitment to personal transformation, that journey will never end until they die.
Organisational transformation is also problematic. When organisations state an intention to transform, they set out their aims. One of the biggest problems with this form of thinking is the mistaken belief that an announcement, allied to the commitment of resources is a guarantee of a result. The organisation’s statement of intent will be subject to external events. The best way that an organisation can maximise its chances of achieving its transformational goals is to balance 2 things. Firstly it must have a realistic model of organisational and personal change model,(one that is built upon real understanding of the people and not assumptions). Secondly, whilst applying these models, it ought to retain a sufficient level of flexibility and preparedness to respond to new opportunities and threats to the achievement of the transformational. We place a lot of faith and responsibility on leadership in Jamaica. I am not saying that Jamaican leadership is perfect, however, I think we need to question our underlying assumptions about the relationship between leadership in Jamaica and followership. We tend to get the quality of leadership that we deserve.
Hi Galba,
Thanks for your thoughtful comments. I think that all transformation has a highly emotional element. Perhaps that’s what we forget when we try to transform organizations and nations – it’s the emotions that grab people and get them committed, despite challenges.
And yes, we DO get the leadership we deserve! So, perhaps our challenge is to move the conversation from the leadership to the followership – let’s demand more!
Blessings
Marguerite
It is so hard to find clarity when one is sitting in a dark fuzzy cocoon in angst.
Your blog, as always – is inspiration!
Hello Marguerite:
The emotions are important because they fire up and maintain the commitment to change. I’d go far as to say that one rarely convinces a person to change on rational grounds. The reasons that we give are the cloak that we wrap around what we really moves us. It follows that a leader who understands the dreams and aspirations of followers will build a sustainable transformation. If we are followers, we need to work out what resonates within us and lok for the leaders that can make it happen. Emotional intelligence puts a completely dfferent spin on leadership.