managers is a validating and motivating experience for the former. Thus the climate
fosters innovative ideas and their exploration.
The second stage involves comprehensive, central or long-term change
programs that merge multiple levels of personnel and aim to modify the structural
aspects of the organization and the organizational culture. On the third level the
transformation-focused organization finally stands as an integrated whole, able to
recognize problems within the system early and react quickly.
On all three levels, and in each phase of the change process, managers must
combat narrow-mindedness, self-centeredness, dissatisfaction and pessimistic think-
ing in the minds and hearts of employees. Throughout it is necessary to effectively
handle risk and uncertainty.
This does not mean that employees are encouraged to take unnecessary risks.
Instead, the task is to encourage risks related to operating differently than before.
Additionally, patience is called for when handling troublesome aspects of change
processes, and it is essential that such issues be used as learning opportunities.
Change must grow; an enterprise cannot change overnight. A conversion of existing
platforms into stepping stones must unfold. Additionally, change must not be forced
upon the environment. Workers must be given time for adjustment and room to
accept changes. The maxim of the change process should, as Moss Kanter claims,
be, “In the center everything may look like a failure.”
Successful enterprises allow for the human element of the employees and the
need to voluntarily accept and participate in change. “Change is always understood
as closing the gaps. But too many change projects and programs are nothing more
solutions or reversals coordinated in the past, instead of a formation of assets
aligned for the future, which is characteristic of the transformable organization”
(see Moss Kanter 1998, p. 17).
Transformable organizations are dynamic, open systems, enabling employees to
develop and implement better ideas. In a sense, staff members become “idea scouts.”
Such organizations also offer fast and efficient internal and external feedback loops.
Organizations capable of quality change transformations also have three crucial
intangible assets: concepts, authority and connections.
These three net assets encompass imagination, courage, creativity, etiquette,
diplomatic skills and trust, which are combined in emotional intelligence. People
are companies’ most valuable raw material, but call for effective utilization. Other-
wise the best coworkers remain nothing more than potential.
More on the topic on managing change processes is included in Part III, where
concrete directions are given.
1.3.1 Result: Leadership in the Age of “Dynaxity”
Leadership in the Twenty-first century means leaving the safe haven of traditional
values. It means becoming adept at managing highly complex circumstances and
dynamics. It means being mobile and open to change, and cooperating worldwide
1.3 An Invitation to Dance 15