Challenging the mainstream practice of planned change in cases of higher-order transformation

Abstract

This paper examines some of the fundamental assumptions and usual pitfalls of the mainstream linear and deterministic logic of planned change that appear when dealing with complex problems or in cases of higher-order transformation. Adopting the complex adaptive character of human systems, the paper considers that non-linear change methodologies are more appropriate in such cases and outlines some of their principles. Finally, it presents the main phases of a suggested methodology, based on non-linearity, along with the skills necessary to apply it.