The intention is to eventually phase out the development of the frames for the client-centred educational concept, in which strategic, quality controlling, organizational and social-cultural problems must be discussed. All requirements which need to be discussed in relation to the dimensions compensation (to help existing NEET’s), prevention (to take the initiative so that the society will not “produce” any further NEET’s) and structure (overall co-operation to ensure the structural success of the aforementioned dimensions) rank among the rubric strategic problems. All dimensions cannot be distinguished accurately.
In this phase just some descriptions of the concept of Transition Management, only to achieve at the end a workable definition. The descriptions are random and brought together from various sources:
“A transition is a structural social change and the result of interacting and mutually reinforcing developments in the fields of economy, culture, technology, institutions and nature and the environment. For effecting transitions many coherent ‘system innovations’ are required: innovations at the level of technologies, but also rules and organization.” (Wikipedia)
“Transition management aims to deal with persistent societal problems through combining long-term envisioning, short-term experiments in a selective participatory process that supports policy integration, social learning and social innovation. It focuses on frontrunners, entrepreneurs, niche-actors and innovative individuals and organizations in general that are committed to sustainable development.” (D.A. Loorbach)
“Change of organizations primarily requires changing yourself. Your organization is in transition. The choice of this change in the organization is already made and you will be expected to go along with this transition and here to give colour. Where should you start? Do you need to broaden your thinking patterns? Should you change your (un)conscious behavior? Is your goal already clear or do you struggle with the path to this goal? Are you able to be the example for others to make this transition a success?” (School of Management)
“Transition management is aiming at promoting and stimulating social innovation towards a sustainable society. This is based on the notion that this is not compelling and top-down, but rather subtle and co-evolutionary through a visionary process of scheduling, learning, instrumentation and experimentation. The concept of transition management often evokes the association of control and management. However, this is a misconception. Transition management takes complexity and uncertainty as a starting point and assumes a limited degree of control of social dynamics.” (Jan Rotmans. Erasmus University Rotterdam, the Netherlands)