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For many organizations, spot reductions are unfeasible: To strengthen individual employees, one must follow a change management program for the entire organization. The same precept applies to an entire range of organizational and social changes. To operations, we want to alter represent deeper patterns of inaction across the entire organization. Changing these systems, and realizing true transformation requires a plan.

Organization and strategic change are different processes, differing according to the stakeholders and organizations involved. But both require identifying both big, and clear, long-term goals and the smaller, more immediate steps that will allow organizations to meet them. To make this happen, we must change the way we think or the way we engage in change-oriented conversations.

Organizations can change these habits and truly commit to change by asking better questions rather than making statements or taking action. We must first actually listen to the answers and devise plans that center on that feedback. And when discussions get heated, we can ask stakeholders, “What facts drive your thinking?" or "What evidence would influence a shift in your approach?”