"Transformation, however, is far more challenging for two distinct reasons. First, the future state is unknown when you begin, and is determined through trial and error as new information is gathered. This makes it impossible to “manage” transformation with pre-determined, time-bound and linear project plans. You can have an over-arching change strategy, but the actual change process literally must “emerge” as you go. This means that your executives, managers and frontline workers alike must operate in the unknown—that scary, unpredictable place where stress skyrockets and emotions run high.
Second, the future state is so radically different than the current state that the people and culture must change to implement it successfully. New mindsets and behaviors are required. In fact, often leaders and workers must shift their worldviews to even invent the required new future, let alone operate it effectively.
Without these “inner” shifts of mindset and culture, the “external” implementation of new structures, systems, processes or technology do not produce their intended ROI. For example, many large IT implementations fail because they require a mindset and culture change that does not occur, i.e., the new systems require people to share information across strongly held boundaries or put the needs of the enterprise over their own turf agendas. Without these changes in attitude and behavior, people do not use the technology as designed and the change fails to deliver its ROI.
Because transformation impacts people so personally, you must get them involved in it to garner their support; and the earlier the better! "
- Abstract, The Asbury Journal, 2012 How does theology and theoryinfonn evangelical international development initiatives? The present article answers this question by reviewing the creation and growth of the international development industry, by outlining the dominant theory in evangelical...