.png)
OUR APPROACH
A deeper perspective on transformation.
We combine the practical disciplines of business analysis and change management with a deeper understanding of what change actually means to people - and what becoming different requires.
THREE DIMENSIONS
Purpose. Process. People.
Our approach is built on three interconnected pillars that bring together strategic intent, practical design and a deep understanding of the people experiencing the change.
PURPOSE provides clarity on why. We help you define a compelling reason for change - and the value it needs to create.
PROCESS designs a future state that works. We translate purpose into practical future state design, connecting people, process, capability and technology.
PEOPLE focuses on enabling change for the people impacted. We help people understand, prepare for, adopt and sustain new ways of working.
FOUNDATIONS & INFLUENCES
Informed by meaning and human development.
Engrafo is grounded in the practical disciplines of Business Analysis and Change Management, including established change methodologies such as Prosci. Our thinking is also influenced by Viktor Frankl and Kazimierz Dąbrowski, whose work offers a deeper perspective on the human experience of transformation. Their theories are not organisational change methodologies. However, they provide an additional lens by which we can understand what transformation means to people - and what becoming different can require.
WHAT DOES THIS CHANGE MEAN?
Viktor Frankl
Neurologist, Psychiatrist and author of 'Man's Search for Meaning' (26 March 1905 - 02 September 1997).
Frankl's work centred on the human search for meaning - including the significance we find through what we contribute, what we experience and how we respond to the circumstances we face. For Engrafo, this creates an important question in transformation, not simply what is changing for people, but what does that change mean to them?
RESEARCH: MEANING & CHANGE
Meaning as a framing context.
Burger, Crous & Roodt | SA Journal of Industrial Psychology, 2013
This paper explores Frankl's work through the lens of organisational change. It examines how change can affect employee experience of meaning and how threats to meaning may influence their responses to transformation.
WHAT DOES BECOMING DIFFERENT REQUIRE?
Kazimierz Dabrowski
Psychologist, Psychiatrist (01 September 1902 - 26 November 1980).
Dąbrowski's Theory of Positive Disintegration explored the idea that development is not necessarily smooth or incremental. Existing structures and values can become unsettled and destabilised, creating the possibility - though not the guarantee - of reconstruction into something qualitatively different. It encourages us to ask: 'what should be preserved, what needs to be let go, and what needs to be reconstructed?'
RESEARCH: TRANSFORMATION & DEVELOPMENT
Positive disintegration of the enterprise.
Gigol | Warsaw School of Economics, 2020
This paper adapts Dabrowski's Theory to organisational development, exploring how deeper transformation can involve the disruption of existing structure and ways of operating, followed by reconstruction.
HOW CHANGE TAKES HOLD
From compliance to internalisation.
Our view of how change takes hold is informed by these complementary ideas - Frankl's emphasis on meaning, agency and human response; and Dąbrowski's understanding of development as a process that can involve disruption, questioning and reconstruction. People need to understand what change means for them, navigate what is being challenged or relinquished, build their place within what comes next, and ultimately integrate new ways of working into how they work. We translate this thinking into four interconnected movements:
UNDERSTAND - Create clarity about what is changing, why it matters and what it means for the people affected.
DISRUPT - Surface assumptions, established ways of working and sources of resistance. Understand what needs to be preserved — and what may need to be relinquished.
RECONSTRUCT - Help people develop the capability, confidence and agency to establish new roles, behaviours and ways of working.
INTERNALISE - Move beyond compliance so the change becomes integrated into everyday work and can be sustained over time.
