Volume 29, August 2003: Transformation

Keyzine: An E-zine for Leaders about the People Side of Business

Publisher: © Key Associates, LLC, 2003 ISSN # 1545-8873

“Organizations are the modern cathedrals: one of the few places where people still gather in their search for meaning.” — Peter Block

“Transformation is required to move out of the present state, metamorphosis, not mere patchwork on the present state of management.” — W. Edwards Deming

“Transformation involves a sort of adolescence: a period of inelegance when we shift from one way of being to a new way of being.” — Peter Sholtes & Heero Hacquebord

“Once you start, your feet are never happy on the ground.” — Bellini, the tightrope walker

“My feet were never happy on the ground.” — Mirette, his young student

“Transformation is a revolution in thought, but an evolution in behavior.” — Blair Nickle


  • What’s Hot in Leadership
  • Maintaining Yourself as a Leader
  • Frequently Asked Questions from Leaders
  • Educational Opportunities
  • Useful Websites & Newsletters
  • Articles/Publications

What’s Hot in Leadership

  • Seizing the power of purpose to cohere the workforce. Lighting the way on the next few steps.
  • Seeing work as a journey toward meaning, enlightenment, wholeness.
  • Being comfortable amidst chaos and randomness, using a few guiding principles to encourage freedom within bounds.
  • Architecting change: cultivating rather than controlling.

Maintaining Yourself as a Leader

“Real change on the organizational level has to begin with real change inside leaders. Martin Buber talked about ‘the sphere of the between’ (between inner and outer worlds). How wonderful when the work that is motivated from within coincides with the call for doing good in the world. Contemplate your inner calling and bring forth what is in you – the contributions that are your gifts. Your quest as a leader is "a journey to find the treasure of your true self, and then return home to give your gift(s) to help transform the kingdom – and in the process your own life.” (Bolman & Deal, 1995).

Frequently Asked Questions

“What creates motivation or tension for change?”
Some form of dis-equilibrium. Something has to unsettle the person or organization. If it is a noxious cause, promoting fear and avoidance, the change will last until the pain is eased. On the other hand, if the cause is desire or aspiration, the creative tension of a dream can be a continuing source of learning and growth. This distinction separates Push strategies from Pull ones (or Extrinsic vs. Intrinsic Motivation):
  • Push = Coercion, Intimidation, Manipulation, Structural Changes, Persuasion, Fear, Rewards, Pleasing Others (Extrinsic)
  • Pull = Education, Information, Inspiration, Negotiation, Consensus-building, a Vision, Desire, Curiosity, Opportunity, Learning (Intrinsic)
“What do you do when you are investing lots of time and money in change and your effectiveness is in the trough?”
Know to expect it. Change is messy. Things will get worse before they get better. When it feels like you’re in the pit:
  • Celebrate the successes thus far
  • Re-ignite the vision
  • Drum up some more creative tension
  • Network. Weave support up, down and sideways in the organization
  • Point to new measures of effectiveness: teams, customers, involvement
  • Learn new things
“I have heard that it’s easier for behavior to change than to change a person’s ideas?”
Transformation does occur at different speeds: physical change is the fastest, then intellectual and finally, emotional. Some theorists believe that if you can change behavior, then attitudes and beliefs will shift to conform. Others speak of the only true change as deep change – a fundamental redefinition of yourself. The Bible described this as metanoia or a Shift of Mind, Seeing in a New Way or a Change of Heart. Margaret Wheatley notes that our change efforts have been misdirected at changing material forms: we waste a lot of time shuffling things and people about. She contends that information freely given and a network of relationships allowed to form will naturally influence the process of self-(re)organization in the direction that makes the most sense.


Learn about the transformation of Leadership: The New Leadership: Spirit & Integrity and the Creation of Cultures that sustain improvement and innovation: Architecting Culture.

A virtual bookstore on business transformation: Vision Nest.

Useful Websites & Newsletters

Many free personal growth resources: Tools for Transformation.

Transformation coaching: World Changing Business.

Award-winning documentary on Transformations


  • Bellman, Geoffrey M. Your Signature Path: Gaining New Perspectives on Life and Work. San Francisco: Berrett-Koehler, 1996.
  • Bolman, Lee G. $ Deal, Terrence E. Leading with Soul: An Uncommon Journey of Spirit. San Francisco: Jossey-Bass, 1995.
  • Briskin, Alan. The Stirring of Soul in the Workplace. San Francisco: Berrett-Koehler, 1998.
  • DePree, Max. Leading Without Power: Finding Hope in Serving Community. San Francisco: Jossy-Bass, 1997.
  • Fox, Matthew. The Reinvention of Work: A New Vision of Livelihood for Our Time. New York: Harper-Collins, 1994.
  • Fulgham, Robert. From Beginning to End: The Rituals of Our Lives. New York: Ballantine Books, 1995.
  • Hendricks, Gay & Ludeman, Kate. The Corporate Mystic: A Guidebook for Visionaries with their Feet on the Ground. New York: Bantam Books, 1996.
  • Jaworski, Joseph. Synchronicity: The Inner Path of Leadership. San Francisco: Berrett-Koehler, 1996.
  • Leider, Richard J. Working Naturally: A New Way to Maximize Individual and Organizational Effectiveness. San Francisco: Berrett-Koehler, 1999.
  • Leider, Richard J. & Shapiro, David A. Repacking Your Bags, Lighten Your Load for the Rest of Your Life. San Francisco: Berrett-Koehler, 1995.
  • Lundin, William & Lundin, Kathleen. The Healing Manager: How to Build Quality Relationships & Productive Cultures at Work. San Francisco: Berrett-Koehler, 1993.
  • Marrs, Donald. Executive in Passage: Career in Crisis—the Door to Uncommon Fulfillment. Los Angeles: Barrington Sky, 1990.
  • McCully, Emily Arnold. Mirette on the High Wire. New York: G. P. Putnam's Sons, 1992.
  • Moore, Thomas. Care of the Soul: A Guide for Cultivating Depth and Sacredness in Everyday Life. New York: Harper Perennial, 1992.
  • O’Neill, John R. The Paradox of Success: A Book of Renewal for Leaders.New York: Putnam Book, 1993.
  • Richards, Dick. Artful Work: Awakening Joy, Meaning, and Commitment in the Workplace. San Francisco: Berrett-Koehler, 1995.
  • Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning Organization.New York: Doubleday Currency, 1990.
  • Sholtes, Peter & Hacquebord, Heero. A Practical Approach to Quality, 1987.
  • Tichy, Noel M. & Devanna, Mary Anne. The Transformational Leader. New York: John Wiley, 1990.
  • Wheatley, Margaret J. Leadership and the New Science: Learning About Organization from an Orderly Universe. San Francisco: Berrett-Koehler, 1992.
  • Wheatley, Margaret J. & Kellner-Rogers, Myron. A simpler way. San Francisco: Berrett-Koehler, 1996.


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