“Reading inside a stone” that is the feeling that comes to my mind when we I am reflecting of how to face a world that moves towards the unknown.

As a difference of “normal times” in which change comes as a consequence of an emergency, simply modernization or tech advances, current times are shaped by a constant and radical transformation.

Now, are individuals and organizations prepared for a radical change of the system?

Reforming the system doesn’t mean introducing occasional changes but establish new rules under new structures. A so demanding process needs to be accompanied but a solid and responsive pillar able to face the challenges ahead, which is represented by: cultural change. Indeed, there are no chances to make in-depth reforms if there is not a change on habits and mentalities. First big challenge: change individuals and make them strong enough to leave their fears and prejudices to the new, getting rid of those elements identified as “safe”. This barrier is the most difficult as it doesn’t matter how much financial or human resources is invested, people will resist changing as a natural, instinctive attitude. In general people are not prepared for changes because there are not educated on transformation but of growing through fixed structures at personal and professional level.

Innovative Education systems it’s the sustainable way to create a culture around change.

Making change a natural and constant day-to-day life.

An organisation that is in a constant innovative process will find easier to change than the one that respond to innovation as an external element reduced to tech or organisational system.

The public sector has a very important responsibility in making of change part of an essential process as a model to follow but also as a way to change their own stagnate structures. In most of the countries it remains bureaucratic monsters of delivering and not real drivers of a constant reform for improving the system. Is it clear that the political system is tied up to a fixed framework in which the lack of innovation is identified as a symptom of stability and balance instead of no mobility and lack of progress. In addition, political leaders further this negative “political attitude” in favor of stagnation by a message of progress only in economic terms not within the structure -including their own political parties- on innovation terms.

This resistance to change comes from an individual fear because we have not grown under the idea of uncertainty or/and permanent crises but of the need to see the State as a big powerful protector that renewed by itself without an accountable process in which the citizenship decides and influence those changes. Instead, worrying index of corruption, weak leaders and a general sense of “being in crises” transform this stage into a chaotic landscape of a no responsive State in front of a demanding citizenship.

Change cannot be reduced to a specific momentum -as usually seen within the business sector- but to a constant process of transformation that even without improving its capacities with an immediate result it lay the foundations for walking towards a “state of change”. The idea of constant processes of change may sound too much ambitious or even unrealistic, however crises pushing us to conclude that constant change must be the new normal for an uncertain world.

Reading inside the “stone of crises” the flexibility that delivers change through discovering new structures and keeping the focus on building a world open to innovation and adaptation.

*José Manuel Castro, Stone sculpture.