Commentary on an article, “Changing Others Through Changing Ourselves: The Transformation of Human Systems” in the Journal of Management Inquiry by Quinn, Spreitzer and Brown

A ubiquitous and critical component of adaptive change is alteration of human systems. There is also a scarcity of research, expertise and effective, proven tools to accomplish this grand task: this article attempts to address this. To accomplish meaningful change the people within the system necessarily have to step out of their comfort zones and their routine behaviors.

When asking others to change, lead the way with our own change. Change and empower the self to be aligned with a vision for the common good. Then, after that essential first step, attract others to change by example. This article discusses an approach of targeting the change agent, rather than the traditional method of targeting the change target, and lays out an argument that transforming the self is the more effective method of transforming the system. It challenges traditional transactional models.

The article contains an interesting recap of traditional change strategies:

• Empirical-Rational Strategy: Explain why the change target should change—make persuasive argument.
• Power-Coercive Strategy: Identify and apply levers of power and force others to comply.
• Normative-Reeducative Strategy: Involve others in an honest dialog while mutually searching for win-win solutions.

   

The article makes argument that ACT is more comprehensive than these traditional strategies and puts greater emphasis on the need for leaders to change themselves to change the system. It emphasizes:

• Engaging Self-Deception: Recognize hypocrisy and self-deception lest risk impairment of individual and collective growth. Seek to eschew self-interest in order to allow alignment with that of a higher purpose.
• Acting on Faith: Maintaining ongoing action and a sense of unconditional confidence in the midst of self-doubt and chaos. Recognizing that there are no guarantees while placing oneself in possible jeopardy.
• Dealing in Paradox: A willingness to walk on the edge of chaos facilitates counterintuitive thinking. One must be able to go against the status quo and pursue an internal vision that may be at odds with external pressures
• Surrendering Oneself to an Unproven Vision: Selflessness is critical to the process.

I quite enjoyed this article and, in spite of my analytical mind, do often enjoy non-traditional thinking and “out-of-the-box” counterintuitive approaches to age-old problems. The article was abundant with quotes from Gandhi, Martin Luther King and Jesus and these three certainly were noble examples of changing others and the external world by first changing oneself. Although the article was speculative and not scientific or definitive, it massively appealed to my humanistic side and I do think we need more humanism and selflessness in modern business environments. In these changing times, some of the old, counter-intuitive adages such as “giving is receiving” really are more true than ever.