In an organisational context transformation is a process of profound and radical change that orients an organisation in a new direction and takes it to an entirely different level of effectiveness.

Unlike turnaround (which implies implies incremental progress on the same plane) transformation implies a basic change of character and little or no resemblance with the past configuration or structure.

*http://www.businessdictionary.com/definition/transformation.html

There are also key elements here that can be applied to our personal lives.

Firstly and importantly there are clear similarities between how people operate in the environment of an office and in there own lives.

So what are these key cross over areas?

Transformation has a certain level of permanency which in is very nature is different to change.

When people decide to make shifts in their own life or of a more general approach in the workplace there is a process that happens. This is known as the trans theoretical change model. Let us look at this and as we do maybe you can apply this to your own life.

Pre contemplation: when it is beyond our awareness that anything needs to change. We may be quite happily (or not) plodding along .The don’t know what you don’t know stage of being and thinking.

Contemplation: When we start to want to change whether that be in the way that we work and interact with people or something more selective and poignant for ourselves in our own life we then contemplate the change.

At this stage there is a self-enquiry as to what isn’t happening for us and what we would prefer things to be like. Things may be so bad that we are forced to look at the situation we are in and can now start to believe that the grass is greener and there must be a better way.

There can also be a passage of time in which many pros and cons are weighed up in what the change would bring and alter in both positive and negative ways.

Preparation: Clearing the decks, setting your house in order and getting ready for the change ahead and the work that is needed in order to make it happen.

We then move into action. In order for things to change it simply isn’t good enough or effective to think about the change. There needs to be an active movement towards creating a pathway and steps to what we want that is aligned with our values, that creates an energy shift and new direction.

We are being active in our own progress and doing not just being.

One of the most important stages of change is then the maintenance stage of the cycle.

You may have started to do things differently, work more effectively and generally be in a different place, which creates a noticing of this change in our lives.

In popular terms it is said that a habit takes 21 days to be embedded within our sub conscious. Whether this is true or whether it takes longer than this it needs to be maintained, worked with and support gained to increase the change to a level of permanency which could also be seen as positive transformation.

When people do not maintain the cycle at this level there can be what is known as a relapse, Back to how things were and the negativity that can rise from this point can set people back.

I also believe there could be shame and guilt thrown in. An inner critical parent that gives us a hard time for not keeping things moving.

People will then either give up and return to old ways or pick up the reigns and get moving again. Back on the horse.

I would also like to mention support at this juncture. We need to trust ourselves and we need to be able to trust others to show the support that we need in alter to transform our lives. Whether than be from our direct managers and peers or key people in our lives that we can share with and talk to. Some may need this more than others but to ask for help when we need it is crucial to maintaining the cycle of change.

The coaching framework is a great nurturing ground for this cycle to be looked at on every level and touch point.

The nature of the empathetic relationship between coach and client or peer can have a remarkable effect on the individual, congruently starting to shift perspective, create new ideas and strategies and also marked steps to reach the desired end goal.

I believe that within organisational structures there needs to be an open dialogue about the frustrations people feel and what the change could bring and how it can benefit not only the individual but also the impact in house on work related issues and concerns.

It is not effective to simply focus on the end result and how this can be reached in typical performance based coaching interactions.

People are emotive beings and if we can adjust to this and allow this to unfold and at the same time have a clear end outcome to strive towards we can help to create transformational shifts for people with empowering and long lasting results.