"Transformation For Today's Corporations": With Darya Funches, Ed.D. REAP Unlimited Consulting

“Transformation for Today’s Corporations”
With Darya Funches, Ed.D.

REAP Unlimited Consulting
Transformation: From the
Caterpillar to the Butterfly
Copyright Darya Funches, Ed.D., REAP Unlimited All Rights Reserved. www.reapunlimited.com 360.983.8628
To transform means to alter the form
or outward appearance of someone or
something; and/or to alter or convert
the nature, condition, or character of
someone or something; and/or to alter
a paradigm or way of thinking.
What Transformation Is and Is Not
Transformation Is Transformation Is Not
Movement from one reality Movement from one point to

to different reality another within the same
reality
A reality that appears to A change that appears to

occur “all of a sudden” occur gradually, over time
Discontinuous; a leap from A transitional, continuous

one place to another or incremental movement
Darya Funches and Vkara
Some Key Differences in
Transformation and Planned Change
Transformation Change
Parallel processes and multiple Requires accuracy in predicting
forces converge to create a and stabilizing complex forces
single outcome
Accelerate results, collapsing Manages for results within
normal expectations about time limits of past experience with
time
Is complete or already done at Is being designed as forces
conception change during implementation
Is complete and regenerates Is always in process of

itself until you choose another becoming over time
fundamental shift
Why Transformation?
 Speed and Complexity of our World
 Results Orientation in High Stakes, Unpredictable

Situations
 Total Systems Orientation in High Stimulus, Diverse

Environments
 Depth of Work Needed for Sustainability, Accountability

and Regeneration
 WHEN YOU CAN’T GET THERE FROM HERE…..
Seven Compelling Forces for
Transformation
1. The Desire Force
2. The Visionary Force
3. The Value Force
4. The Technology Force
5. The Regulatory and Legal Force
6. The Customer and Market Forces
7. The Financial Force
Four Common Aspects
of Transformation
From Robert Lawlor, 1982; and Darya Funches, 1994
The Leadership
The Culture
The Work
The Products, Services or Information
THE RESULTS
Working at the Root
Norms, Who You Are, Relationships
Techniques, to Customers & Others
Processes, Rules, Business Results
Actions, Plans,
Behaviors,
Skills
Working
At the
Emotions, Accumulated Root
Results of Past
Experiences
Paradigms, Beliefs,
Subconscious Attitudes,
Thought Patterns, Assumptions
Focus, Intentions
Round 1-Reflection Questions
1. Is your organization involved in a

transformation? Why do you think so? Why do
you think not?
2. Is transformation required in your organization

situation to get the results it wants? Why? Why
not?
3. Is the transformation inspired? Why? Why not?
Service and Exploitation
Beauty and the Beast
Integrity and Separation
Sustainability and Degeneration
Four Value
Propositions Integrity
for
Corporations Service
Sustainability Beauty
Degeneration
The Service Value
What if all profit corporations were required

and/or inspired to produce profit for private
interests and provide quality services and
products for the good of the public interests?
The Beauty Value
What if all corporations were to do what they do

and create what they create with the value of
beauty in mind for now and the future?
The Integrity Value
What if all corporations were inspired and/or

required to be truthful with and accountable to all
stakeholders within and external to the
corporation? Customers, Employees, Community,
Shareholders…..?
What if divisions within corporations were all

accountable for the performance of the total
system?
The Sustainability Value
What if all corporations shared the wealth they

generate with all who help generate the wealth?
What if all products and services were developed

and produced with the notion of positively
contributing to the health, performance and well-
being of the next seven generations?
Focus & Fire
For the Future Fast Forward

Envision Motion!
& Engage
Reflect & Activate &
Release Assimilate
Freedom from
Limitations
Position &
Produce
Flow to the Finish
The REAP Model
Implications for Professional Change
Agents & Leaders
There are Three Gifts of Organization
Development Practitioners as Transformers that
call for Practice
1. Practice the Gift of Discernment

2. Practice the Gift of Heart
3. Practice the Gift of Presence
From Funches, 1989 in “Three Gifts of the Organization Development Practitioner

in Emerging Theory & Practice of Organization Development
The Three Gifts-Discernment,
Heart and Presence
Gift of
Discernment
Gift of Gift of
Heart Presence
The Three Gifts are Seeds
At the Intersections
Between
Ways of
Seeing/ Knowing
Ways of Seeing/Knowing
Ways of Being
Ways of Doing
Ways of Ways of
Being Doing
The three operate as one in effective use of self as a

transformer as we develop certain capabilities
3 of 10 Principles about
the Universe
 Everyone and everything are interconnected
 Everything that exists is a result of consciousness
 We co-create what exists with one another and

some greater force
Findings from Research on Transformers/Transformation, Darya Funches, 1994
3 of 12 Principles about
Transformation
 Transformation occurs when an organism is ready

to move beyond its comfort zone
 Transformation requires accelerating faster than

the dominant culture
 Transformation requires going all the way
3 of 13 Principles about Use of Self
 Transformers move beyond their own personal
limits and the organization’s limitations
 Transformers establish a frame of reference from

the past and serves as a symbol of the future for
the transformation
 Transformers work from an inner knowingness

and are ahead of the waves of change
From The Inner Experience of Transformation—A Study in Use of Self as an Instrument by Darya
Funches, Ed.D. ,
Round 2 Reflection Questions
 What is your greatest strength as a transformer?
 What is your greatest area for learning or

improvement?
 What do you plan to do about it?
And Remember:
“If the culture’s code is what you came to crack,

The system may or may not love you back”
Works by Darya Funches
“Three Gifts of the Organization Development Practitioner:

Discernment, Heart and Presence” in Sykes, Drexler, Gantt:
Emerging Theory and Practice of Organization Development
“Leadership is Love Made Visible” with Lisa Marshall and Darya Funches
In Speak the Truth and Point to Hope—The Leader’s Journey to Maturity
By Lisa Marshall
The Inner Experience of Transformation-A Study in Use of Self as an

Instrument, by Darya Funches, Ed.D. Doctoral Thesis, University of
Massachusetts, 1994.
I Send My Blankets Over You
Explore the full series
http://www.uliveandlearn.com/od_learningcenter.cfm

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“Transformation for Today’s Corporations”

With Darya Funches, Ed.D.

Movement from one reality Movement from one point to

A reality that appears to A change that appears to

Discontinuous; a leap from A transitional, continuous

Darya Funches and Vkara

Is complete and regenerates Is always in process of

 Results Orientation in High Stakes, Unpredictable

 Total Systems Orientation in High Stimulus, Diverse

 Depth of Work Needed for Sustainability, Accountability

 WHEN YOU CAN’T GET THERE FROM HERE…..

From Robert Lawlor, 1982; and Darya Funches, 1994

The Products, Services or Information

1. Is your organization involved in a

2. Is transformation required in your organization

3. Is the transformation inspired? Why? Why not?

Beauty and the Beast

Integrity and Separation

Sustainability and Degeneration

What if all profit corporations were required

What if all corporations were to do what they do

What if all corporations were inspired and/or

What if divisions within corporations were all

What if all corporations shared the wealth they

What if all products and services were developed

For the Future Fast Forward

Flow to the Finish

The REAP Model

1. Practice the Gift of Discernment

From Funches, 1989 in “Three Gifts of the Organization Development Practitioner

The three operate as one in effective use of self as a

 Everything that exists is a result of consciousness

 We co-create what exists with one another and

Findings from Research on Transformers/Transformation, Darya Funches, 1994

 Transformation occurs when an organism is ready

 Transformation requires accelerating faster than

 Transformation requires going all the way

 Transformers establish a frame of reference from

 Transformers work from an inner knowingness

 What is your greatest strength as a transformer?

 What is your greatest area for learning or

 What do you plan to do about it?

“If the culture’s code is what you came to crack,

“Three Gifts of the Organization Development Practitioner:

The Inner Experience of Transformation-A Study in Use of Self as an

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