208 Transition

Reflections inspired by Ken Rickard and Jason Little

This chapter is emerging as one of my favourites, as it captures the balance required to be an effective change agent.

Last week, I met with a mentor who suggested I’m more of an artist than a scientist. Her reflection helped me realise that my change practice is deeply grounded in years of experience and shaped by a strong identity as a social worker. I tend to prioritise people and the systems they operate in as my primary frame of reference.

That conversation stayed with me as I read this chapter. It prompted me to reconsider how I see myself in the field. The truth is — I value science too. I’m drawn to frameworks and big ideas. Tools are not lost on me either.

So the question became: how have I shown up in practice?

Most recently, I was involved in a large-scale organisational transformation that significantly impacted many employees — people either lost their jobs or had their roles fundamentally altered.

I entered that project as an artist. I brought with me a strong sense of self, built through years of service in the public sector. I could anticipate what people were about to feel. This came from a worldview shaped by my social work background — one centred on social justice, the dignity of work, and co-design principles.

And yet, I also understood the political imperatives. I could see the broader drivers behind the change and the implications for individuals navigating their own transitions.

Where I came unstuck was in reconciling my values with the direction set by the program director. The change management approach lacked coherence — lurching from one model or trend to the next. Capability was seen as a matter of certification, not practice. Authentic conversations were rare. The work of change was reduced to superficial tools and templates.

This was a shame, given the very real, life-altering consequences for people affected by the program.

Not all change can be transparent. Some will be shrouded in secrecy and have adverse impacts. But that doesn’t mean we can’t bring both art and science to our practice. If anything, it makes it more important.

What it asks of us is to be authentic about our approach to change — to choose the right dimension for the right context, and to honour both the human and systemic aspects of transition.

Like most things, it boils down to balancing art and science against the context you are working in.

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How can I help you and your business?

If you’re navigating complex change, I can support your organisation by bringing both the art and science of change into balance.

Here’s how I work with clients:

• Act as a trusted advisor to leaders, offering guidance grounded in the Four Dimensions of Change — people, systems, tools, and strategy.
• Facilitate workshops that align leaders and employees around a shared approach to change that feels both grounded and workable.
• Host regular check-in sessions to track alignment and coherence — making sure your strategy remains connected to real-world experience.
• Introduce tools that are appropriate to your context — not overwhelming, but useful and usable.
• Draw on theory that clarifies rather than complicates — frameworks that guide, not intimidate.
• Conduct change impact assessments that generate data to inform how best to apply and balance the four dimensions.

If you’re seeking support to lead meaningful, people-centred change — I’d be glad to talk.