Alan Roxburgh on Change versus Transition

...change is what happens to us from forces outside ourselves over which we have no control. Most of us deal fairly well with continuous change, which is ongoing, gradual, and expected. ... But discontinuous change is much more disturbing and difficult. Unlike the continuous form, it creates a situation that requires something different from and more potent than the normal habits and skills that were so useful during a stable period of continuous change. ... Besides continuous and discontinuous change, there is also transition, which is our inner response to change coming from outside ourselves. This inner response can be powerful. ... In a congregation stuggling with discontinuous change, it isn't the changes that will defeat the leader but the transitions. As the congregation enters the crisis and confusion of discontinuous change, the reflexive response of leaders is to come up with a change plan to fix the crisis and return the organization to its normal experience of effectiveness and success. The problem with this response is that the plans focus on change; they ignore transition. Unless an organization learns to address its transition issues, it will never create an effective change process.(pgs. 57-58)