Planned organizational change has a long history in formal organizations of all types. A model of planned organizational change from the existing literature can be used to identify a set of principles which can be offered for use during the current COVID-19 crisis, but this traditional model may not be fully adequate during this especially challenging period. A relatively new model from the field of complexity theory for organizations, Complex Adaptive Systems (CAS), offers promise for addressing the unique crisis conditions facing hospitals in the COVID-19 era. These conditions require constant assessment; ongoing high levels of communication; and iterative cycles of experimentation, reflection and learning, which can be better addressed in a CAS framework. Healthcare providers are experiencing periods of relative calm and interspersed crisis, which need to be proactively recognized and managed through sustained, "big picture" changes using timely combinations of traditional methods, complexity approaches, with the flexibility and ethical considerations of crisis management strategies built in. Successful crisis management requires leadership skills of those involved in decision-making at the local level, with a preference for the use of inclusive and adaptive leadership styles. Innovative strategies, teamwork, and crisis management models that have recently emerged may enable deeper systemic change in the long term. Any hospital or program in a healthcare system should be able to use this material to address a significant organizational change need.

This article is a reflective essay that explores the question: What can the content and experience of the conference tell us about the state of theory and practice in the field of TL; where is it today and where it may be going in the future? The 12th International Transformative Learning Conference (ITLC) held October 19-23 at Pacific Lutheran University in Tacoma, WA was an opportunity to engage with this question and observe the emergence of some useful answers. The conference brought together 250 participants from 25 countries around the theme: “Meeting at intersections of places for transformative learning”. Presenters offered rich interaction of TL and Intersectionality through various symposia, presentations and experiential learning sessions that showed the application, development and potential evolution of TL. Open Space Technology was use to engage with this diverse community around the practice, theory, and future of TL. The attendees experienced different forms of TL practices and theory. The authors of this paper relied on their experience as co-chairs and presenters of the Conference, as well as faculty, alum and student of Fielding Graduate University to reflect on the main themes of intersections and intersectionality found in the content of the symposia, presentations, and experiential sessions. We found five main themes of intersections: between various theories and disciplines; between body, mind, and spirit as aspects of the self; between the self and social and political contexts in which it is embedded; between self and others in the engagement with difference; and between forms of transformative practice. In our closing comments and reflections, we addressed whether or not the conference was enough of a “holding space” for transformation to take place. We noted that there was a noticeable “call” from conference attendees for TL theory and practice to extend beyond individual and group support to the society and its social and systemic challenges.