Acting your way into a new way of thinking

✍ Scribed by Richard Pascale; Anne Miller

• Publisher: John Wiley and Sons
• Year: 1998
• Weight: 670 KB
• Volume: 1998
• Category: Article
• ISSN: 1087-8149
• DOI: 10.1002/ltl.40619980910

✦ Synopsis

ntil recently, there has been little convincing evidence that transformational change is achievable. For a l l the hype, time-consuming group experiences, consultant advice, and investment of managerial credibdity, we have very few unambiguous success stories. (So treacherous is this territory that the experts have a tough time agreeing on even five clear-cut organizational transformations that have occurred within the past ten years!) The cause of this disenchantment is simple enough-what we say and think is far easier to change than what we do. This is as true for organizations as for indwiduals.

However, pathbreaking innovations by two unlikely institutions-Royal Dutch Shell ($130 billion in annual revenues, 101,000 employees in 130 countries) and the U.S. Army ($60 billion in operating expenses, 600,000 soldiers and civilian employees deployed around the globe)-are demonstrating that replicable, sustainable, and profound transformation can be achieved.

The common denominator can be captured by a simple, profound, and paradoxical truth about most deep learning in adulthood We are much more likely to act our way into a new way ofthinking than think our way into a new way $acting. This concept has been translated into action at Shell and the U.S. Army. Four essential design principles bring to life the change efforts of both organizations.