Differences are the only sources of learning we have. When used for learning, differences are the progenitor of synergy wherein the whole is greater than the sum of its parts. Too often, however, differences are used too finitely to determine who wins and who loses. Accordingly, they are the source of wasteful power struggles or creativity-deadening conformity aimed at avoiding power struggles. Too often, organizations overvalue conformity-those with critical information or new or differing ideas are warned not to "rock-the-boat" making sound and current data a rare commodity. The Bay of Pigs and Challenger disasters are but two highly dramatic examples of this phenomenon. New, differing, and needed ideas are too often stifled by our need to be safe within finite organizational cultures.

The ability to learn from differences is a critical use-of-self skill for change leaders. It will support them in maintaining the systemic, non-judgmental perspective necessary to use the differences within their systems for the learning and synergy needed to collaboratively invent an effective change process. Given our socialized propensity toward operating from the finite perspective, this is more easily said than done. The infinite perspective helps as it allows change managers the support of strong and long-lasting partnerships and teams. Such support is doubly critical when the stress of change has moves us swiftly back to the traditional, conformity-oriented way of operating. With support a speedy return to learning from differences can then be provided as needed.