Change

1. Change is a predictable process, not random chaos.

No river will ever stay constant, so waterfalls will always be a part of the journey.

The Change Model. The book introduces the Change Model, comprising four zones: Status Quo, Disruption, Adoption, and Innovation. This model provides a framework for understanding and navigating change, making it less daunting and more manageable. The model helps leaders and teams visualize where they are in the change process and anticipate what's ahead.

Parable of the River. The parable of the ship "Results" and its crew illustrates the predictable nature of change. The river represents the status quo, the waterfall symbolizes disruption, and the journey to higher ground signifies adoption and innovation. This story provides a relatable metaphor for understanding the change process.

Benefits of a Framework. Having a framework like the Change Model allows leaders to approach change with a sense of order and predictability. It helps them anticipate challenges, plan strategies, and communicate effectively with their teams, reducing anxiety and increasing the likelihood of success.

2. Reactions to change are common and understandable.

There is no single “best” way to react to change. It’s all about context and choice. Each reaction may be right in any given context.

Five Common Reactions. The book identifies five common reactions to change: Move, Minimize, Wait, Resist, and Quit/Quits. These reactions are not personality types but rather behavioral descriptors that can help leaders understand and empathize with their team members' responses to change.

Understanding Reactions. Recognizing these reactions allows leaders to tailor their communication and support to meet the specific needs of each team member. For example, those who "Resist" may need more information and reassurance, while those who "Move" may need guidance to avoid acting impulsively.

Context Matters. The book emphasizes that there is no inherently "right" or "wrong" reaction to change. The most appropriate response depends on the specific context and the individual's role and responsibilities. Leaders should strive to create a culture where all reactions are acknowledged and respected.

3. Leaders must provide a vital link during change.

The most effective change leaders choose to invest their time in their people over following a process.

People-First Approach. The book stresses that change is fundamentally a human endeavor. Effective change leaders prioritize the needs of their people over strict adherence to a process. This means understanding their concerns, addressing their fears, and providing them with the support they need to adapt and thrive.

Bridging the Gap. Leaders act as a vital link between the source of the change and the people who must implement it. They translate the strategic vision into actionable steps and provide ongoing communication and guidance.

Two-Way Communication. Effective leaders also facilitate two-way communication, gathering feedback from their teams and sharing it with senior management. This ensures that the change process is responsive to the needs and concerns of those on the front lines.

4. A leader's mindset is key to navigating change successfully.

At the start of a change with people, fast is slow and slow is fast.

Order and Predictability. Leaders need a framework to think about and manage change. The Change Model provides an ordered and predictable way for leaders to think about and lead through change.

Common Language. When it comes to change, it can feel like leadership is speaking one language and the rest of the organization another. The Change Model and the reactions to change give you a common language that can get you onto the same page.

Safe Discussions. When your team is pointing at the framework, they’re not pointing at each other. Your goal as a leader is to help your people step outside of themselves and identify the reaction to change without feeling they are that reaction.

5. The Zone of Status Quo is about preparing for change.

Those who are most successful at change prepare for it.

Scanning the Horizon. In the Zone of Status Quo, leaders should actively scan for trends, patterns, and potential disruptions. This involves staying informed about industry developments, listening to customer feedback, and monitoring internal performance metrics.

Asking for Perspectives. Leaders should also solicit input from their teams, encouraging them to share their observations and insights. This can help identify potential challenges and opportunities that might otherwise be overlooked.

Taking Proactive Action. Finally, leaders should take proactive steps to prepare for change, such as investing in training, streamlining processes, and building resilience within their teams. This will help minimize the disruption when change inevitably occurs.

6. The Zone of Disruption requires clarity and empathy.

We can become stuck in the Zone of Disruption unless we clarify the impact of the change.

Three Key Questions. As you plummet over the edge of the change waterfall, you enter the Zone of Disruption. Like the crew in our parable, it’s easy to find yourself awash in chaos and ambiguity when results take a nosedive. Many of the things you were used to having can disappear, and what you were used to doing stops working.

Fight Insecurity. Leaders can fight change insecurity with information, helping their teams commit to the change with greater confidence.

Pastoral Care. The need for pastoral care (a British term that captures the shepherding sentiment well) in the Zone of Disruption is high.

7. The Point of Decision is a personal commitment.

The Point of Decision is a critical transition from the Zone of Disruption to the Zone of Adoption.

Commit to a Choice. Here we use the clarity uncovered in the Zone of Disruption to commit to a choice: stay in the Zone of Disruption, with its lower results and lack of progress, or proactively own the change by taking action.

Personal Buy-In. The Point of Decision is the doorway between the Zone of Disruption and the Zone of Adoption. It’s where your team’s thinking shifts from You’re doing this to me, to I get what’s changing; I understand the why and the value of it; I understand what it means to me and I choose to be a part of the change.

Not All At Once. Not all team members reach the Point of Decision at the same time, and not all team members make the same choice. They may: Choose to continue seeking clarity, choose to disengage, or choose to engage.

8. The Zone of Adoption demands persistence and support.

In the Zone of Adoption, you’re apt to get frustrated or be tempted to give up. Persistence is key.

Trial and Error. The Zone of Adoption requires new approaches to new challenges, which means a good deal of trial and error to figure things out. The most effective change leaders make it safe for their team to learn from the resulting failures, strengthening rather than weakening their “change muscle” as they continue the ascent.

Deconstruct and Rebuild. In the Zone of Adoption, leaders are often called on to deconstruct the tools, processes, systems, models, or structures that used to work prior to the change.

Different Types of Engagement. Change leaders recognize that the challenges in the Zone of Adoption often require the discretionary effort of all involved—not simply compliance, or just cooperation, but excitement.

9. The Zone of Innovation leverages change for greater gains.

In the Zone of Innovation, you explore new ways of thinking and doing, challenging assumptions and broadening your curiosity.

Leverage the Change Experience. The Zone of Innovation leverages the change experience you’ve earned so that new actions feel natural.

Explore New Ways. You’ve paid the price for innovation, and now you can leverage the investment on behalf of yourself and your team. In the Zone of Innovation, you explore new ways of thinking and doing, challenging assumptions and broadening your curiosity.

Not All Change Needs Innovation. Not all change needs or benefits from innovation, but one of the great benefits of change and following the model is taking stock of what could happen now that you’ve experienced new things, overcome significant challenges, and gained a new perspective on what you do.

Last updated: March 14, 2025