# Hidden Work of Transformation Let's recap. In our [[Uncertainty Management Model]], the **three domains** (or pillars) are: - **Deciding** (sense-making and direction-setting), - **Executing** (coordinating and delivering work), and - **Relating** (navigating the human and political landscape) — These, however, are not standalone competencies. They _sit within and are shaped by_ two broader, continuous dynamics: - **Learning** – how the organisation adapts, integrates feedback, evolves practices, and metabolises uncertainty. - **Organising** – how it structures, aligns, enables, and sustains collective action. ![[uncertainty-management-model.png]] **Figure 1 - Uncertainty Management model complete** Now here’s the crux of this insight: 👉 **Learning and organising are not neutral activities — they consume enormous energy, attention, and emotional labour.** Yet they’re often treated as “background noise” rather than the _real work_ of transformation. As a result, much of this load is silently carried by the **social system** — the unspoken agreements, informal networks, protective behaviours, and adaptive strategies people develop just to keep things functioning. # **🧠 Linking to Kegan: Two Jobs, Expanded** This is where [[2025-10-23 - Hidden Work|Kegan’s framing of the “two jobs”]] slots in elegantly: - At the **individual** level, people do two jobs: 1. The job they’re _paid_ to do. 2. The job of _managing their image_ and _protecting themselves_. - At the **organisational** level, we might say transformation teams do two jobs: 1. The _visible_ job — Deciding, Executing, Relating. 2. The _hidden_ job — Learning and Organising _under the surface_, often reactively and inefficiently. In both cases, the **second job is real work** — but it’s **unacknowledged**, **under-resourced**, and **inefficiently done**, because the system doesn’t see it as “work.” And just like Kegan’s “psychic tax” on individuals, this hidden work creates a massive **cognitive and organisational tax** that slows transformation and drains capability. # **💡 Where This Becomes Powerful** If we accept this parallel, then a central value proposition of Daring Future's work becomes clearer and sharper: > **Daring Futures exists to surface, structure, and share the hidden work of learning and organising — so that transformation teams can stop carrying it reactively and start doing it deliberately.** This moves us from selling “coaching” or “training” into addressing the _real job to be done_: relieving the organisation of the _second job_ it never named but always pays for. # Questions? ![[includes-calltoaction-reflective-1]] >![[includes-hranchor-growth]] # 🤝 Want to stay in touch? ![[includes-footer-substack]] %% --- # Local Resources - ... # Ideas **3. Add a Problem Framing Tool (coming soon idea):** Eventually, you could embed a “Problem Reflection Tool” to guide visitors through reflective inquiry. Just 3–4 questions (e.g., via Typeform or Notion form) to help them name their problem type and guide them to relevant content. You could link to this from the CTA area. %%