The Mechanics of Transformation: A Framework for 2026
In 2019, I co-authored the Design Research and Innovation Framework for Transformative Practices with TU/e colleagues. We were looking for a way to move design beyond "problem-solving" (fixing a symptom) to "transformation" (changing the system).
Seven years later, the "Polycrisis" is no longer a buzzword; it is our operating environment. Cultural leaders are burnt out from trying to "solve" problems that are actually systemic conditions.
This paper offers a way out. It is a blueprint for Architecture, not Firefighting. Here are the core mechanisms from the framework that remain vital for anyone leading an organization today.
1. The "Be Change" Paradox (p. 54)
The Insight: Most organizations try to Realise Change (new products, new policies) without Being Change (altering their internal DNA). The framework argues these are inseparable. You cannot design a "flat, inclusive community" using a hierarchical, exclusive team structure. The output always mirrors the machine that made it.
Relevance for 2026: We see this in the "Diversity & Inclusion" fatigue. Institutions hire consultants to write new policies (Realise Change), but the Board still operates on 1990s power dynamics (Work Change). The antibody response kicks in, and the initiative fails. Actionable Tool:
The Mirror Audit: Before launching a new external strategy, audit your internal workflow. If you want to launch a "Digital First" programme, are you still printing Board packs? If you want "Community Co-creation," does your budget have a line item for paying community members? If the process doesn't match the promise, stop.
2. The "Chrono Scale" (p. 58)
The Insight: We usually design for the Micro (User) or Macro (Society). We forget the Chrono (Time). Transformation is not a flip; it is a "long-lasting embodiment." The framework introduces the "Chrono Scale" to force designers to map how a system evolves after launch.
Relevance for 2026: The cultural sector is addicted to the "Project Cycle" (funding for 2 years). This kills transformation. Real change (like building a new audience in the Peel region) takes 7-10 years, yet we fund it in 12-month spurts.Actionable Tool:
The Horizon Map: When planning a project, explicitly map the "Chrono" dimension.
Year 1: Disruption (Things will get worse/messier).
Year 3: Normalisation (The new friction becomes habit).
Year 7: Embodiment (The "new" is invisible).
Governance Hack: Don't set KPIs for "Success" in Year 1; set KPIs for "Learning" and "Resilience."
3. Technological Mediation & "The Distribution of the Sensible" (p. 63)
The Insight: Drawing on Rancière and Verbeek, we argued that design doesn't just "serve" users; it mediates reality. It decides what is visible and what is noise. We called this "hacking the aesthetics of politics."
Relevance for 2026: This is the single most critical concept for the AI era.
The Algorithm as Gatekeeper: If an Advisor uses an LLM to summarise grants, the "Sensible" (the nuance, the weirdness) is filtered out. The tool mediates the governance.
The Dashboard as Policy: If your dashboard tracks "Ticket Sales" but not "Community Trust," then Trust literally does not exist in your governance reality. Actionable Tool:
The Mediation Check: Look at your tools. What behaviours do they inhibit?
Does Slack make you faster but shallower?
Does your grant portal encourage "perfect" text over "honest" struggle?
Design the friction back in.
4. The "Friction" of Collaboration (p. 64)
The Insight: The framework explicitly lists "Restlessness" and "Daring to Fail" as core competencies. It argues that consensus is not the goal; coordination is. "A discussion does not resolve itself by finding common ground... it is a social coordination process."
Relevance for 2026: We are paralysed by the need for consensus. In the Dutch "Polder Model," we often water down ideas until everyone agrees (and the idea is dead). Actionable Tool:
Dissensus Design: Instead of asking "Do we all agree?", ask "Can we all live with this experiment?" Shift from Alignment of Opinion to Alignment of Action. Use the framework’s "Act and Experience" loop (p. 69)—don't debate the strategy for 6 months; build a prototype in 6 days and let the reality settle the argument.
Conclusion: From Manager to Architect
The Transformative Practices framework is not about "managing" a cultural organization. It is about architecting a responsive environment.
If you are a leader today, your job is not to dictate the output. Your job is to:
Set the Ethics (The "Pervasive Ethics" of the system).
Design the Interface (The tools and rituals of collaboration).
Hold the Space (Allow for the time/chrono scale needed for embodiment).
The pdf is attached below. It is dense, academic, and theoretical. But if you strip away the citations, it is the most practical guide to "Governance as Design" you will find.
