Transformative Learning as a Condition for Transformational Change in Organizations

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Abstract
Current organizational change literature points to the continuing high rate of failure for transformational change efforts in organizations. Mergers, acquisitions, global competition, and new technology are driving forces that demand rapid transformational changes if organizations are to survive in an environment of discontinuous change. Therefore, management, scholars, and consultants continue to seek a more effective approach to transforming organizations. This article presents a comparison of prominent change theories that have been proposed in the disciplines of organizational development, organizational learning, adult learning, and psychological development. The theories have been categorized into two groups: transformative learning, which focuses on change on the individual level, and transformational change, which focuses on organizational change. This article proposes that these two schools of thought, although different in their approach to change, are complementary and provide insights for developing a more effective approach to transformational change in organizations.

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