Include-Performance Organisational Transition™

The Include-Performance Organisational Transition™ framework offers a structured yet iterative approach to embedding inclusion within organisational change processes. Grounded in organisational psychology, change management, and inclusive leadership, the model integrates psychosocial and structural elements to facilitate sustainable transformation. Drawing on the Psychosocial Dynamics of Change™, the framework acknowledges the emotional, cognitive, and social dimensions that individuals and groups navigate during organisational transitions. This paper explores the application of the model across different organisational contexts, specifically examining small vs. large organisations and for-profit vs. not-for-profit sectors. It highlights the impact of organisational scale, governance structures, and resource availability on the implementation of inclusive practices. The study further examines the four phases of organisational transition—Awareness, Engagement, Realignment, and Infusion—and the critical leadership actions required at each stage. By aligning organisational strategy with human experience, this model ensures that inclusion is embedded as a core function rather than an adjunct initiative. The findings contribute to the broader discourse on inclusive leadership, change management, and sustainable DEI integration, offering a framework that is adaptable across diverse organisational landscapes.