Transformational change: governance interventions for climate change adaptation from a continuous change perspective

TLDR

Transformational change is a relatively new topic in climate change adaptation, though it has been studied in organisational theory for over three decades. The paper argues that governance scholars should learn from organisational theory and introduces a concept of continuous transformational change that challenges the traditional dichotomy between transformational and incremental change. The authors propose intervention strategies—creating conditions for small wins, amplifying them through sensemaking, coupling, and integration, and breaking stagnation with counterintuitive actions—requiring modest leadership and systemic governance transformation.

Abstract

Although transformational change is a rather new topic in climate change adaptation literature, it has been studied in organisational theory for over 30 years. This paper argues that governance scholars can learn much from organisation theory, more specifically regarding the conceptualisation of change and intervention strategies. We reconceptualise the divide between transformational change and incremental change by questioning the feasibility of changes that are concurrently in-depth, large scale, and quick; and the assumption that incremental change is necessarily slow and can only result in superficial changes. To go beyond this dichotomy, we introduce the conceptualisation of continuous transformational change. Resulting intervention strategies include (1) providing basic conditions for enabling small in-depth wins; (2) amplifying small wins through sensemaking, coupling, and integrating; and (3) unblocking stagnations by confronting social and cognitive fixations with counterintuitive interventions. These interventions necessitate a modest leadership. Governing transformational change thus requires transformation of the governance systems themselves.