Transformatology: The Art and Science of Enhancing Continuous Change

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The abstract from the study is as follows:
Several change management theories contemplate the intricacies and significance of transforming attitudes and behaviours. However, an explanation of how the thinking perspectives of individuals influence the progression and success of continuous change initiatives is absent. Furthermore, the apparent lack of conventional change management instruments to assimilate continuous change led the researcher to believe that an alternative view on change and change management was required.
The research study aimed to propose an alternative framework for enhancing continuous change as an ongoing change management instrument. The objectives of the study were quadrupled. In the first instance, it was to determine the elements that would encourage the endurance of continuous change initiatives, secondly to establish the role of the managerial leader during change occurrences, and thirdly to develop intelligence for affection, cognition and behavioural traits as characteristics of a multi-dimensional change construct, and lastly, to formulate the components that would constitute the proposed framework.
The study followed a qualitative approach as the mode of inquiry based on the subjective-relativist ontological perspective of the researcher, who used a system-thinking lens as an interpretive-constructivist epistemology to explore the research questions. The sample universe constituted change subjects, change leaders, change experts and whole-brain thinking specialists. Twenty-five participants were engaged in unstructured in-depth one-on-one interviews and 80 participants in focus group discussions.
The study sought to place a different perspective on the field of change management in that change is much deeper rooted than simply altering structures, processes and systems in organisations causing people to change their behaviour. The study concluded that change is ongoing as opposed to its linear phenomenon in both organisational and societal contexts. In addition, the findings that emerged from the research contextualise change as a systemic, complex and holistic phenomenon. The complex holistic concepts of change traverse disciplinary boundaries in the fields of psychoanalysis, behavioural and business management theories encompassing interconnected and interdependent components that materialise in a change fractal. These components of the proposed conceptual framework that occur as a change fractal are the transformation-thinking perspectives of the individual, change as an ongoing journey and the role of the managerial leader in change.
Finally, the study’s findings necessitated different expressions, linguistics and semantics to describe certain dynamics, various components and some of the unique concepts formulated for the proposed conceptual framework. The findings thus allowed a new language about continuous change.
The emergent framework for enhancing continuous change as an ongoing change management instrument manifested in a workable and practical framework that may guide and assist managerial leaders toward enhancing continuous change.

Keywords: change, change fractal, change thinking, cognitive thinking, continuous change, cooperative change-thinking, holism, learning organisation, managerial leader, psychoanalysis, psychoanalytic, system thinking, thinking perspective, thinking preference, transformation, transformationality, transformatology, the working context of change.