A new understanding of transformation
1. Crisis are an invitation.
Challenges, difficulties, and crises aren't problems; they are simply signs that something will happen: a change wants to occur, but cannot yet unfold. Properly understood, these crises are the gateway to far-reaching and enriching transformations.
> Over the years, the market for organic food has changed rapidly, with new competitors, new distribution channels, and different clients emerging. Like many others in recent years, the owners of a small store find themselves forced to close.
> A neighborhood is falling apart. Businesses and stores are leaving, public spaces are declining. The local administration records an increase in violence and demolition, and is unsure what to do.
> A globally operating business wants to enter new markets to broaden the foundation of its success. Two approaches failed, and conflicts broke out among the board.
2. Uncovering hidden dynamics is the key
There's always a reason why a situation turns into a crisis, a hidden dynamic that creates blockage. That might be outdated paradigms or beliefs, or dysfunctional structures. Uncovering these dynamics allows them to be worked with, liberating energy and creativity, and clearing the way to new, unknown solutions.
> Through a series of reflective sessions, the two owners of the organic food store realized that they always saw themselves as pioneers, believing that their customers should be grateful for their work. They came to understood that this belief made them blind to necessary changes.
> The city has grown tremendously during recent decades. New inhabitants with different cultural backgrounds have moved into the neighborhood, but they have not been invited to make the neighborhood their own. The result is a huge fluctuation among the people living there.
> The four founders of the business never had a reason to clarify their differences as long as the company was successful. But now that two of them are planning to retire, they find themselves unsure of how to do this and unable to communicate.
3. Each transformation carries an inherent intelligence of its own
Transformation isn't something we create; it's something we participate in. Our task is to understand what will happen and then do everything necessary so that what wants to unfold can unfold. The role we play is a break from the norm and it demands a different understanding of leadership: it's about ego-driven facilitation but working from the perspective of the whole process.
> The store owners, a couple in their sixties, decided to leave. A circle of former customers founded a cooperative and turned the store into the core of a prosperous local network for organic food.
> The administration invited neighbors to co-create the neighborhood: a playground was collectively refurbished, small streets were converted into public spaces free from traffic, and residents were supported in opening new businesses and stores.
> The second-level manager offered a management buyout. After a sometimes-painful process, all four founders accepted the offer and left the company. The new managing directors used the transition to establish a participatory organizational culture, which enabled them to access new markets.
