Saeculum Leadership® Body of Knowledge (SLBoK) - Critique
The OCM Critique Trilogy (Volumes 8–10): A behavioural and systemic analysis of failed organisational change, exposing patterns of charade, insanity, and dilettante behaviour.
Change Management Charade®
Leadership of Change® - Volume 8
The Performance of Change — “we pretend.” This volume exposes the organisational charade that occurs when leaders, change teams, and ten other protagonists engage in symbolic performance rather than substantive transformation. The charade happens when senior leadership, the change team, and others participate in an elaborate pretence designed to create the appearance of organisational change. Leaders continue to prioritise day‑to‑day operations, avoiding their change‑leadership responsibilities, while the change team or consultants delude themselves into believing they can deliver successful change without authority, sponsorship, or control of critical resources, decision‑making bodies, and agenda time.
Change Management Insanity®
Leadership of Change® Volume 9
The Repetition of Malfunction — “we malfunction.” This volume examines the organisational insanity that emerges when leaders repeatedly apply unsuccessful approaches to change while expecting different results. Insanity begins when leadership fails to implement a robust change management framework or appoint a dedicated sponsor with the gravitas required to lead transformation. The cycle deepens as organisations neglect critical steps such as assessing and learning from previous change history, understanding individual leaders’ change standpoints, and aligning change with competing organisational priorities. Instead of learning, adapting, and improving, the organisation repeats the same malfunctioning patterns, reinforcing failure through habit, denial, and misplaced confidence.
Change Management Dilettante®
Leadership of Change® Volume 10
The Hollow Core — “we never understood.” This volume examines the dilettante behaviour that undermines change management from within — individuals who engage in the discipline without depth, commitment, or genuine understanding. The dilettante dabbles in change management, adopting its language and rituals without developing the expertise, discipline, or passion required to lead transformation. This hollow engagement contributes directly to high global change and transformation failure rates. Dilettantes can be identified by traits such as happy‑clappy change practitioner syndrome, a superficial grasp of core concepts, and a dependency on fashionable buzzwords rather than grounded methodology.
We Pretend. We Malfunction. We Never Understood.
Saeculum Leadership®Body of Knowledge (SLBoK)
Leadership of Change® - Volumes 1-7 Model Overview
