SecureChange builds upon a multi-disciplinary foundation that combines:
- Systems science
- Organisational sociology
- Collective psychology
- Neuroscience and psychology of change
- Contemporary transformation practices
Evolution of Human Systems
Organisations evolve slowly and logarithmically through gradual adjustments, whereas technological and economic environments evolve exponentially.
This generates an adaptation gap, documented in:
- Edgar Morin — Introduction to Complex Thinking
- Norbert Wiener — Cybernetics
- Donella Meadows — Thinking in Systems
- Stafford Beer — Brain of the Firm
Risks of Cultural Destabilisation
Research in organisational anthropology shows that unmanaged rapid change can undermine cultural and identity anchors.
SecureChange draws upon:
- Edgar Schein — Organizational Culture and Leadership
- Chris Argyris — Organizational Learning and defensive routines
Need for Dynamic Regulation
Cybernetics and complexity theory stress the importance of simple feedback loops for adaptive self-regulation.
SecureChange operationalises this through its points of vigilance, inspired by:
- Donella Meadows — feedback in complex systems
- Norbert Wiener — cybernetic control
- Edgar Morin — self-eco-organisation
- Stafford Beer — Viable System Model
Invariants and Resilience
SecureChange promotes dynamic preservation: maintaining essential elements while adapting to evolving contexts.
- Nassim Nicholas Taleb — Antifragility
- Brenda Lengnick-Hall — organisational resilience
Paradox Thinking and Polarities
Change tensions often represent polarities to manage (such as autonomy vs control).
References include:
- Barry Johnson — Polarity Management
- Gregory Bateson — Steps to an Ecology of Mind
- Edgar Morin — dialectics of complexity
Emergent Management and Stigmergy
SecureChange encourages emergence through indirect coordination and collective intelligence, drawing from:
- Pierre Lévy — Collective Intelligence
- Deborah M. Gordon — research on ant colonies
- Steven Johnson — Emergence
- Yochai Benkler — The Wealth of Networks
Creative Destruction and Economic Transformation
SecureChange incorporates principles of disruptive innovation:
- Joseph Schumpeter — Capitalism, Socialism and Democracy
- Richard Normann — Reframing Business
- Jean-Marie Dru — Disruption
Organisational Learning
- Peter Senge — The Fifth Discipline and learning organisations, providing a foundation for continuous renewal.
Neuroscience and Psychology of Change
Change engages deep emotional and cognitive dynamics. SecureChange integrates insights from:
- Jacques Fradin — neuro-cognitivism, psychological safety
- Henri Laborit — inhibition of action, fight/flight responses
- Daniel Kahneman — cognitive biases, Thinking, Fast and Slow
- Antonio Damasio — emotions in decision-making
These works emphasise the need to secure change environments and ritualise the update of shared reference points.
Alignment with Contemporary Practices
SecureChange also resonates with modern organisational practices:
- Clarifying “non-negotiable values” (inspired by liberated companies)
- Cascading OKRs (Objectives and Key Results)
- Empirical agile transformation practices
- Adaptive governance (Sociocracy, Holacracy)
- Bio-inspired / stigmergic models
- Polarity management approaches
- Applying “Shift-left” principles (from TDD, ATDD, BDD) to organisational change
Conclusion
By weaving together systems science, organisational sociology, neuroscience of change, collective psychology and contemporary transformation practices, SecureChange offers a solid and balanced foundation:
- A systemic lens linking human, technical and cultural dynamics;
- Clear reference points distinguishing core invariants from adaptable points of vigilance;
- A true navigational compass to guide day-to-day decisions, medium-term adjustments and long-term resilience.
SecureChange thus enables organisations to consciously embrace complexity, navigate the natural tensions of change, and evolve without losing the strength and humanity that make them unique.