Sometimes Even Miracles Need New Strategies

I sometimes catch myself resisting change, hoping for improvement and different results.  It’s not unlike the cowardly lion in The Wizard of Oz chanting, ‘I do believe in miracles, I do, I do, I do.’

Recently, though, it seems that governments, businesses, and organizations are engaging in more of that same kind of thinking as they try to solve complex, unprecedented local and global challenges.

While they might believe in miracles, different results are unlikely when the same kind of leadership, within the same silos and systems, and the same policy, funding, and strategies continue to be used. 

We should know better because

‘If you always do what you’ve always done, you’ll always get what you’ve always got.’

Continuing to expect innovation without addressing systemic changes over the past decade may also have impacted Canada’s innovation ranking. Research shows it has remained relatively stagnant over the past ten years, with a slight decline over the past few.

In many cases, we implement change, primarily focused on making things more efficient and effective at doing what they were initially intended to do, resulting in incremental improvements—in other words, change that reforms.

Of course, there’s a place for keeping up the many good things we’re doing. Still, unfortunately, there appears to be little in the way of change that transforms, which is more about doing things differently—not just doing a little more or a little less of something we’re already doing.

Both approaches have their place, but transformation is often necessary when facing complex, systemic challenges that cannot be adequately addressed through reforms alone.

The difference can be equated to implementing change to ensure an efficient and effective healthcare system versus focusing on keeping people healthier. So, while change that reforms might be about reducing healthcare costs and improving patient access within the existing framework, we also need change that transforms the fundamental approach to healthcare, focusing on keeping people healthier by addressing broader health determinants and promoting preventive care.

Change that reforms typically involves:
• tackling specific issues, symptoms, problems, or shortcomings within the current framework;
• improving or modifying existing internal systems, processes, and structures –within the organization or sector to increase efficiencies;
• preserving core beliefs and assumptions;
• implementing incremental improvements.

Change that transforms, on the other hand, is characterized by:
• applying a holistic approach that examines root causes and the structures that are holding the existing system in place;
• revisiting core missions, values, desired outcomes, and outputs;
• encouraging new, innovative, and often radical new ways of thinking and doing;
• fundamentally reordering and reimagining the broader system.

In essence, change that reforms seeks to improve the current system, while transformation aims to create an entirely new system better suited for present and future needs.

It will alter basic assumptions, values, and even identity. New possibilities, ways of operating, and a shift in organizational or community culture will occur, enabling things never done before.

Transformation is hard work, often messy, scary, risky, and sometimes lonely. Sometimes, you question whether you should walk away, but these moments of doubt are crucial for growth. There will also be times of great joy as a reminder of the rewards of your efforts. When done right, it leads to more profound and far-reaching changes.

Bottom line? It is the best and most important work you could ever do.

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