Coaching and the Three Degrees of Organisational Change

As you can see the premises, practices and outcomes of second-degree change, by focusing on individual, systemic, motivational, and paradigmatic levels, are vastly different from teaching new skills or ‘administering’ team-building exercises. A fundamental assumption of second-degree change is thatindividuals, teams and organisations have the necessary resources and abilities to affect change and progress. The role of the coach is therefore to help remove habitual barriers that block the development of that potential. Of course education and skills training has its role in this development process, but (especially in complex multi-level organisations) that role is limited in scope.

Third-degree Change

A number of authors in the field of coaching and organisational consulting have advocated a third level of change often dubbed transformational, third-order, or third-degree change. John Barrow has described this third kind of change as including and going beyond second-degree change in three important ways:

1.      There is an ongoing commitment to change

2.      No boundary is defended

3.      There is an agreement to create no avoidable and foreseeable negative impact

1. Ongoing commitment to change: In the example of Phil and his team the commitment to ongoing change would be reflected in a willingness to embrace and expect the unexpected, while being open to continuous change. An ongoing openness to changes in roles, responsibilities and perspectives is essential. Systems theory has suggested that all systems, such as individuals, teams and organisations, gravitate towards a state of homeostasis or ‘equilibrium’ where radical change is not easily embraced. The point is that even uncomfortable familiarity can seem more appealing than embracing difficult but empowering change. The coach’s role in encouraging this ongoing commitment to change is pivotal. But ultimately a ‘culture of change’ must be embraced by the client(s) in order for progress to be sustained.

2. No boundary is defended: Coaching at a second-degree level will generally reveal the fears and vulnerabilities that individuals habitually try to avoid as they manage their workplace relationships and tasks. In a sense there is an inherent defensiveness in the way we deal with work and life challenges. Phil was driven by the fear of criticism and mistakes and he defended himself against being found at fault by mercilessly driving himself (and those around him) to improve, perfect and perform faultlessly. However this defended boundary of “correctness” was limiting potential change and development in himself and his team. The second-degree level coach will (ideally through a longer term coaching intervention) consistently invite clients to soften their defences and ego boundaries in order to be open to ongoing change and development. Over time this softening and openness results in greater collaboration and a deeper transformation of organisational cultures, or third-degree change.

3. There is an agreement to create no avoidable and foreseeable negative impact: Although it is difficult to predict the outcomes of all the changes we make as individuals, teams and organisations, a commitment to avoid harmful consequences – call it respect, consideration, love, common concern etc. – is a guiding principle of third-degree change. When we let go of the need for certainty and predictability, while softening our ego defences, we can make individual and organisational decisions that create no victims or enemies. Third-degree change will lead to win-win changes rather than (as in the initial illustration of Phil and his team’s first-degree change) lose-lose outcomes.

Change is the essence of life. Be willing to surrender what you are for what you could become.

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