Chapter 1: Walking Naked into the Land of Uncertainty
Incremental change is usually the result of a rational analysis and planning process. Incremental change is usually limited
in scope and is often reversible. Incremental change usually does not disrupt our past patterns – it is an extension of the
past. Most important, during incremental change, we feel we are in control. Pg 3
Deep change differs from incremental change in that it requires new ways of thinking and behaving. It is change that is
major in scope. The deep change effort distorts existing patterns of action and involves taking risks. Deep change means
Making a deep change involves abandoning both and “walking naked into the land of uncertainty”. It is therefore natural
for each of us to deny that there is any need for a deep change. Pg 3
Deep change can occur at both the organizational and the personal level. Insights into one level helps us understand the
other better page 4
Deep change the organizational perspective
To transform the ineffective organization into an effective one, required forms were not turned in, regulators were
ignored and directives were violated. Does this mean that to be a transformational leader and make deep change in
organization, one has to break the law? No it does always require, however, that someone must take some significant
risk. Organization and change are not complementary concepts to organize is to use systematize, to make behavior
predictable (pg 5).
All organizations are based on systems of external and internal expectations.
may be informal, what the desire of the customer to buy a quality product at a reasonable price. Alternatively, the
external expectations can actually be formalized into a law, requiring that an organization formed in certain ways. The
internal expectations range from informal expectations to more formal routines, procedures, rules or regulations. All
these expectations helped ensure predictable behavior.
The process of formalization initially makes the organization more efficient or effective. When internal and external
alignment is lost, the organization faces a choice: either adapt or take the road to slow death. Usually the organization
can be renewed, energize, or made effective only if some leaders is willing to take some favorites by stepping outside the
well defined boundaries. When this happens, the organization is Word, published, or pulled into unknown territory. The
resulting journey through the unknown is a terrifying experience, with the possibility of failure or death a reality rather
than a metaphor.
Deep change the personal perspective:
Making the change, however, is not easy. Organizations become structured and stagnant, and so do individuals. We have
knowledge, values, assumptions, rules, and competencies that make us who we are. As the world around us changes, we
lose our sense of alignment and he began to have problems. Often we can resolve these problems by making a small