Change management and Transformation
What It Is
Change can feel disruptive, but it also holds immense potential for growth and innovation. At Both&More, Change Management and Transformation is about empowering people and organizations to adapt, thrive, and emerge stronger through times of transition. We go beyond simply implementing new systems or processes—we focus on fostering engagement, building trust, and ensuring that change is embraced, not resisted.
Our approach integrates proven frameworks like PROSCI’s ADKAR model, Color of Change, and Agile transformation practices with innovative techniques like self-selection strategies. These methods encourage employees to actively participate in shaping the change process, fostering ownership and reducing resistance. By involving people early and meaningfully, we help organizations navigate transitions with clarity, confidence, and instant anchoring.
Through comprehensive change impact assessments, tailored communication plans, and participatory strategies, we ensure that change becomes an opportunity for long-term success rather than a source of disruption. With Both&More, your organization will be equipped to handle complexity and emerge more adaptable, resilient, and innovative.
Delivery examples
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Coaching and advisory support for leaders to drive change with confidence, clarity, and alignment.
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Assess organizational readiness for change, identify potential roadblocks, and develop a targeted transformation strategy.
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Use self-selection, participatory change techniques, and Colors of Change to foster ownership and reduce resistance.
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Train organizations in Consent Decision-Making and “Navigate via Tension” methods to ensure more effective and inclusive decision-making during transitions.
Some Methods We use
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The ADKAR Model, developed by PROSCI, is a structured framework for guiding individuals and organisations through successful change. It emphasizes that lasting transformation happens one person at a time, ensuring that both the human and operational aspects of change are addressed.
ADKAR outlines five essential steps that individuals must navigate for change to succeed:
Awareness – Understanding why change is necessary.
Desire – Building motivation and commitment to support the change.
Knowledge – Providing the right information and skills to implement it.
Ability – Ensuring people can apply what they’ve learned effectively.
Reinforcement – Embedding the change to make it sustainable.
Many organisational changes fail because they focus on processes and structures while neglecting how individuals experience change. ADKAR bridges this gap by identifying and addressing resistance, ensuring that people have the support, knowledge, and motivation to adapt.
Whether guiding an Agile transformation, cultural shift, or process improvement, ADKAR provides a clear, actionable approach to managing change. By helping leaders communicate effectively, address gaps, and reinforce new behaviors, organisations can increase adoption, reduce friction, and drive long-term success.
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Improvement Kata is a structured, scientific approach to continuous improvement, built on hypothesis-driven experimentationand iterative learning. It helps individuals, teams, and organizations navigate the unknown by systematically expanding their knowledge threshold—the point where existing expertise is no longer sufficient, and new learning is required.
At its core, Improvement Kata follows a step-by-step routine: defining a long-term vision, assessing the current state, setting a target condition, and running small, structured experiments to overcome obstacles. This approach mimics the scientific method, where each experiment generates new insights, guiding the next step forward.
More than just a problem-solving technique, Improvement Kata builds a culture of adaptability, learning, and continuous progress. By embedding it into daily work and leadership practice, organizations develop the capability to tackle complex challenges, drive innovation, and remain responsive to change. Coaching is a key component, ensuring that improvement efforts are not just individual successes but become sustainable habits across teams and leadership levels.
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The Seven Principles of Sociocracy 3.0 (S3) provide a powerful framework for cultivating organizational effectiveness, adaptability, and collaboration. Rooted in systems thinking and designed for complex adaptive environments, these principles guide organizations in creating equitable and resilient systems where people can work together effectively while staying aligned with shared goals.
The principles—Effectiveness, Consent, Empiricism, Equivalence, Transparency, Accountability, and Continuous Improvement—form the backbone of Sociocracy 3.0 and provide a foundation for navigating complexity. They are designed to be flexible, applicable to diverse organizational contexts, and deeply aligned with the values of Agile Leadership and team empowerment:
Effectiveness: Focus on what brings the most value. This principle ensures that every action contributes meaningfully to shared goals, aligning with Agile’s emphasis on delivering value.
Consent: Decisions are made when no objections exist to moving forward. By involving all stakeholders, this principle fosters shared ownership and psychological safety.
Empiricism: Learn from experience. Like Agile, S3 embraces an iterative approach, using real-world feedback to adapt and improve.
Equivalence: Everyone affected by a decision has an opportunity to influence it. This ensures that diverse perspectives are included, unlocking the collective intelligence of teams.
Transparency: Make relevant information accessible. Open communication builds trust and enables informed decision-making.
Accountability: Take ownership of roles and commitments. This principle reinforces responsibility and clarity, empowering individuals and teams to deliver on their promises.
Continuous Improvement: Evolve in response to change. By constantly refining practices and structures, S3 fosters the adaptability needed to thrive in dynamic environments.
These principles provide a practical and human-centered foundation for navigating organizational complexity while promoting equity, collaboration, and innovation. They are particularly effective in Agile environments, as they complement iterative processes, team autonomy, and the focus on value creation.
By adopting the Seven Principles of Sociocracy 3.0, organizations can create a culture of trust, alignment, and shared accountability, where teams are empowered to respond to challenges and opportunities with agility and resilience. It’s an approach that not only enhances decision-making but also supports the sustainable growth and adaptability needed to succeed in an ever-changing world.
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Self-selection shifts team formation from top-down assignment to empowering individuals to choose where they can contribute most effectively. Rooted in trust, transparency, and autonomy, it aligns skills, interests, and motivation with organisational needs—creating engaged, high-performing teams.
Key Principles
Trust People to Decide – Individuals know their strengths best and commit more fully when choosing their roles.
Clarity on Goals & Constraints – organisations provide clear objectives while setting non-negotiable constraints.
Optimize for the Whole – Selection balances personal fit with overall team and organisational needs.
Encourage Open Dialogue – Communication ensures alignment and resolves conflicts.
Iterate & Adapt – Team structures evolve over time for continuous improvement.
Why Self-selection?
Self-selected teams show higher engagement, trust, and adaptability, leading to:
Greater ownership & motivation
Stronger collaboration & alignment
Better talent utilization
Increased agility
Practical Use
Self-selection fosters autonomy and responsiveness. organisations facilitate structured events where individuals select roles, ensuring team needs are met.
By embracing self-selection, companies build resilient, accountable, and high-performing teams in fast-changing environments.
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Liberating Structures are simple yet powerful facilitation techniques that enhance group collaboration, engagement, and innovation. Unlike traditional meeting and decision-making formats that often limit participation, Liberating Structures invite every voice into the conversation, ensuring that diverse perspectives shape discussions and solutions.
These techniques range from structured dialogues to dynamic, interactive exercises, all designed to unlock the collective intelligence of teams. By distributing control and fostering shared ownership, they help organisations solve complex problems, generate new ideas, and build inclusive, high-performing cultures.
Liberating Structures are highly adaptable—they can be used in strategy sessions, team workshops, leadership meetings, and everyday collaboration. Whether in-person or remote, they empower teams to move beyond passive discussions toward meaningful action, ensuring that every participant contributes to real change.
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Psychological safety is the foundation of trust, learning, and innovation in any team or organisation. At Both And More, it is a core principle in how we approach our clients and their needs. Inspired by Amy Edmondson’s work, psychological safety ensures that people feel safe to take risks, voice concerns, and share ideas without fear of negative consequences.
Building and sustaining psychological safety is not just about creating a “safe space”—it’s about reinforcing behaviors that enable learning, experimentation, and continuous improvement. This includes normalizing constructive feedback, embracing failures as learning opportunities, and fostering open dialogue. When mistakes are seen as stepping stones to progress rather than setbacks, teams can navigate uncertainty with confidence and drive meaningful change.
By embedding these practices into daily work, organisations unlock higher performance, innovation, and resilience. Teams become more collaborative, more adaptable, and better equipped to tackle complex challenges—creating an environment where both people and the business thrive.
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Consent Decision Making, a core practice in Sociocracy 3.0 (S3), is a collaborative and adaptive approach to decision-making that prioritizes progress over perfection. Unlike consensus, where full agreement is required, consent ensures that decisions move forward as long as there are no significant objections. It shifts the focus from agreement to constructively addressing objections, ensuring that all voices are heard and concerns are resolved in a way that supports the group’s shared goals.
This method fosters transparency, inclusivity, and shared responsibility, making it particularly effective in complex and dynamic environments. Instead of delaying action in pursuit of the perfect solution, teams make iterative improvements, refining decisions based on real-world feedback. This enables organisations to adapt quickly, reduce resistance to change, and build trust while ensuring decisions are good enough for now and safe enough to try.
By embedding Consent Decision Making into daily work, teams cultivate a culture of continuous learning, psychological safety, and sustainable decision-making, allowing them to move forward with confidence while staying aligned with their purpose.
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In Sociocracy 3.0 (S3), tension is not a problem to be avoided - but valuable signals that highlight opportunities for growth and improvement. Navigating via tension means adopting a mindset of curiosity, dialogue, and collaboration, using the energy of tension to explore new ideas, test assumptions, and refine solutions. Instead of viewing tensions as roadblocks, teams see them as catalysts for learning and innovation.
This approach fosters distributed authority and collaborative problem-solving, empowering teams to resolve tensions themselves through open communication and shared responsibility. Rather than relying on top-down decision-making, teams are encouraged to process tensions transparently, ensuring that real concerns are addressed at the right level.
By leveraging tensions instead of avoiding them, organisations create a dynamic and responsive culture, where change emerges naturally from real needs rather than rigid plans or assumptions. This enables continuous learning, adaptability, and resilience, ensuring that teams and individuals stay aligned with both present realities and long-term goals.
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Developed by Jurgen Appelo, unFIX is a pattern library designed to help organizations create adaptive, flexible, and scalable ways of working. Instead of imposing a rigid framework, unFIX offers modular building blocks— this includes specific building blocks which can be combined to fit an organization’s unique context.
unFIX is built around five key pattern groups that provide a structured yet adaptable approach to organizational design:
Structural Patterns define how teams are arranged and interact, including Base, Crew, and Leadership Cells, which help balance autonomy and alignment.
Teaming Patterns guide how individuals collaborate, ensuring that roles and responsibilities evolve in response to business needs.
Decision Patterns help organizations determine how choices are made, using concepts like Autonomy Gradient to balance flexibility with governance.
Goal-Setting Patterns provide methods for aligning teams with strategic objectives while maintaining adaptability.
Process & Growth Patterns focus on continuous improvement, learning, and organizational scaling.
A key advantage of unFIX is its visual and workshop-ready approach. Organizations can use its set of cards to experiment with different configurations, refining their design based on real-world challenges. This makes unFIX an evolutionary alternative to static models, empowering businesses to stay resilient, customer-centric, and innovative in a rapidly changing environment.
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Inspired by Frederic Laloux’s book Reinventing organisations, this framework challenges traditional hierarchies and introduces a more adaptive, human-centric way of working. Laloux did not invent these principles—he discovered them by studying pioneering companies that were already operating differently, such as Buurtzorg, Patagonia, and Morning Star. Since then, many other organisations have successfully implemented and evolved these ideas.
At its core are Teal organisations, which embrace:Self-Management – Teams operate with autonomy, reducing the need for rigid hierarchies.
Wholeness – People bring their full selves to work, fostering psychological safety and authenticity.
Evolutionary Purpose – organisations evolve organically, adapting to emerging needs rather than following fixed strategies.
By shifting from command-and-control leadership to decentralized decision-making, organisations create engaged, empowered teams. This fosters trust, collaboration, and long-term impact, rather than focusing solely on short-term metrics.
Companies applying these ideas have transformed their structures, decision-making, and ways of working to become more adaptive and purpose-driven. For leaders navigating transformation, Reinventing organisations offers both a roadmap and a mindset shift, helping businesses create resilient workplaces built for the future.
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The Colors of Change framework, developed by Léon de Caluwé and Hans Vermaak, provides a flexible approach to understanding and leading change. It identifies five distinct paradigms, each representing a different way of thinking about transformation:
Yellow-print change highlights the importance of power dynamics and stakeholder negotiation, making it ideal for building coalitions and gaining political support.
Blue-print change focuses on rational analysis, structured planning, and predictable implementation, suitable for systemic or technical transformations.
Red-print change prioritizes motivation, engagement, and relational dynamics, ensuring that people feel valued and supported throughout the change process.
Green-print change emphasizes learning and development, fostering growth through collective reflection, experimentation, and feedback.
White-print change embraces complexity and emergence, allowing self-organizing processes to lead innovation and transformation.
Instead of prescribing a single solution, Colors of Change helps organisations mix and match approaches based on their unique context. A successful transformation may require Yellow to align leadership, Red to strengthen cultural engagement, and Green to drive continuous learning.
This framework is particularly valuable for navigating complexity, resistance, and adaptive change. It equips leaders and change agents with a shared language, self-awareness, and a broader toolkit, ensuring that change efforts are context-sensitive, inclusive, and sustainable.
WhEre we have made a difference
