%% Here’s a revised version of the article that is conversational, reflective, and empathetic, while remaining optimistic and practical. The original version is [[030 Sometimes You Must Upset The System rev1|Click Here]]. %% --- ![[MY DIGITAL GARDEN/Hidden Images/DALL·E 2024-11-03 14.07.23 - Upset organizational system.webp]] # Sometimes You Need to Upset The System ## Why Disruptions Often Lead to Big Changes Think about change in any organization. It tends to happen in different ways depending on the system itself. Generally, change can be simple, complicated, complex, or chaotic. In ordered systems, we might see simple (straightforward) or complicated changes, but in unordered systems—those that are less stable—change tends to be either complex or chaotic. When we talk about complex change, we’re often dealing with systems that aren’t stable or predictable. The Cynefin Framework, a tool for understanding complexity, describes these systems as “unordered” and “far from equilibrium.” In these settings, disruptions—unexpected events or dislocations— dramatically upset the status quo. While this might feel unsettling, such disruptions can often trigger a period of emergent change that may end in a dramatic organizational transformation. But what happens when a disruption doesn’t just “happen”? What if your organization is stable and ordered but needs a radical change? ## Sometimes, You Have to Create the Disruption It’s a different challenge entirely when you need to change a system that feels stable and "normal". Maybe things are working just fine on the surface, but you can see the need for something dramatically different. Here, waiting for a natural disruption might not be an option—instead, you may need to create one. This concept isn’t new. Social psychologist Kurt Lewin called it “unfreezing” the system. Lewin recognized that ordered systems naturally resist big changes. They’re structured to hold onto familiar patterns, like they have a self-correcting mechanism. To bring about major change, you first have to shake things up—move the system out of equilibrium (its comfort zone). By provoking a disruption, you open up space for something new to emerge. Consider this for a moment: What areas of your organization feel the most resistant to change? Is there a way to introduce a challenge that could disrupt those patterns in a constructive way? %% Add an example here? Possibly Battle Creek? %% ## Ways to “Unfreeze” and Encourage Transformation Here are some practical ways leaders and organizations have created disruptions that triggered transformation: - **Set ambitious new goals** that push beyond current capabilities, sparking a shift in mindset and strategy, allowing a new system to emerge. - **Pause operations briefly** when standards slip, creating an artificial crisis that demands change. - **Create a compelling vision** for the future that inspires people to put that vision into action. - **Merge departments or teams** to create a less ordered and less stable organization. - **Move to a new location** to trigger transformation, helping people break free from routine and accepted constraints. - **Increase awareness** of a critical issue or opportunity, igniting a shared sense of urgency. Draw attention to a "boiled frog" problem that is slow developing but nonetheless destructive. - **Highlight a pressing problem** that needs immediate attention, encouraging collective problem-solving. Alert the organization to a coming crisis that it doesn't yet perceive. Each of these steps introduces a challenge that disrupts the routine, introduces a crisis, and signals that transformation needed. Instead of letting the system reassemble around old structures, these actions “unfreeze” the system, helping it move toward a new and more adaptive state. ## Embracing Complexity Disrupting a stable system can feel uncomfortable, and it’s natural to hesitate when you’re intentionally creating a challenge. But in many cases, this disruption is necessary to create space for real, lasting change. By opening the system to a bit of disorder, you allow complex change techniques to work their magic—promoting adaptability, innovation, and new growth. So, ask yourself: Where can I create opportunities for positive disruption in my organization? What are small, manageable steps I can take to begin this process? Real transformation isn’t always easy, but by creating an environment that’s ready to adapt, you’re setting the stage for meaningful change. Embracing these principles and understanding when to introduce a pivotal challenge can unlock the potential for growth, innovation, and transformation. Sometimes a leader must cause a disruption so that their organization can survive and thrive. --- For those eager to explore more on organizational transformation, complex change, or the Quest approach, feel free to return to my [*ChangeQuest Digital Garden*](https://www.changequest.net). I also encourage you to share your questions and thoughts at [email protected]—your feedback will improve this ongoing journey. Please join me in exploring this path together. > [!NOTE] Request > If you found this article helpful, please share it with your network! | [Email Me](mailto:[email protected]) | [Quest Effect Website](www.questeffect.com) | [ChangeQuest Digital Garden](https:/www.changequest.net) | [My Book - The Quest Effect](https://www.amazon.com/Quest-Effect-Mastering-Breakthrough-Organization/dp/0967545331/ref=sr_1_1?crid=XIMAD1W2YFBB&dib=eyJ2IjoiMSJ9.kdRdPPDqpm_VomZu3b_YlQM_wQXI2AzuSbAu966GwwPGjHj071QN20LucGBJIEps.zBB0GSA-MVQz_-J1M-Q-XZpAEXBVeFCmNnUcgGTOAg8&dib_tag=se&keywords=%22the+quest+effect%22&qid=1729191943&s=books&sprefix=the+quest+effect+%2Cstripbooks%2C162&sr=1-1) | | ------------------------------------------ | ------------------------------------------- | -------------------------------------------------------- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ![[Digital Garden Seedling 01 small2.png]] [[How Article Maturity Works| What is This?]] --- © 2024 by Randall Benson. All rights reserved. You may link or reference this article. LINKS TO OTHER ARTICLES - [[Rethinking Organizational Transformation (part 1)]] - [[The Aim of This Digital Garden]] - [[Sometimes You Must Upset The System]]