# Open Frame — Inspiration Board (internal)

Internal · working board · not for clients

# "Open Frame" — Inspiration Board

The framework library OC draws from to build its own change method. Started 2026-06-26 from the Mike + Inga strategy meeting and the Open Field analysis.

The operating rule: a framework itself is generally not protected IP — the author's catchphrase / name on it is. Draw freely from the established commons; coin OC's own catchphrases for what we assemble; cite named authors and don't rebrand their names. OC's defensible value = the synthesis + manufacturer-safe translation + our own named loop/modules + the sovereign agent + the measurement. Not legal advice — verify trademarks before publishing derived copy.

Legend: 🟢 established public concept (fair game) · 🟡 named author/trademark to cite · ⭐ already an OC anchor.

1 · The two states — defensive vs. open (OC's core)

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
Above / Below the Line 🟡⭐ | Conscious Leadership Group (Dethmer, Chapman, Klemp) | Closed/defensive (below) vs. open/curious (above), right now | OC's most translatable idea; the Change Check sits here
Drama Triangle → TED* 🟡⭐ | Karpman (1968) → David Emerald | Victim/Persecutor/Rescuer → Creator/Challenger/Coach | The "shift" out of blame; cite both
Ladder of Inference 🟢 | Chris Argyris | Leaping from data → defensive conclusions | Why people "react"; slows the jump
Fixed vs. Growth Mindset 🟡 | Carol Dweck | Ability as fixed vs. developable | Why veterans guard "it's just experience"

2 · Threat & safety (the nervous-system layer)

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
4 Stages of Psychological Safety 🟡 | Timothy Clark | Inclusion → Learner → Contributor → Challenger safety | Open Field leaned on "challenger safety"
SCARF 🟡 | David Rock | Status/Certainty/Autonomy/Relatedness/Fairness = social threats | Names why a small change feels threatening
Amygdala hijack / threat response 🟢 | neuroscience (popularized by Goleman) | Threat → cortisol → fight/flight/fawn; ~24h to re-regulate | "Calm the nervous system first"
Window of tolerance 🟡 | Dan Siegel | The zone where you can think + relate | Trauma-informed tie; regulation
"Rigor and soul" / conscious leadership 🟡⭐ | Amy Elizabeth Fox (Mobius) | Trauma-informed leadership | OC's anchor reference

3 · The change journey (process)

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
Unfreeze → Change → Refreeze 🟢 | Kurt Lewin | The original change model | Foundational, old, freely usable
Change Curve 🟢 | adapted from Kübler-Ross | Grief stages applied to change | The emotional arc of a rollout
Transitions: Endings → Neutral Zone → New Beginnings 🟡 | William Bridges | Change is external; transition is the inner shift | Strong OC fit — the part SW's systems don't touch
Diffusion of Innovations 🟢 | Everett Rogers | Innovators → laggards adoption curve | Who adopts the new system, when

4 · Systems & seeing the whole

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
Operating manual / "do more with less" / tensegrity 🟢 | Buckminster Fuller | Whole-systems, anticipatory design | Mike's named influence — the systems-whole lens
Leverage Points 🟢 | Donella Meadows | Where to intervene in a system (ranked) | Maps to Open Field's "levers / intervention points"
Iceberg model 🟢 | systems-thinking commons | Events → patterns → structures → mental models | Look beneath the incident
Cynefin 🟡 | Dave Snowden | Simple/Complicated/Complex/Chaotic → match the approach | Don't run a complex change like a simple one
Scenario planning 🟢 | Pierre Wack / Royal Dutch Shell | Rehearse multiple futures | Inga raised it — futures thinking

5 · Agency & ownership

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
Locus of control 🟢 | Julian Rotter | Internal vs. external control | "You control how you show up" (Open Field)
100% responsibility 🟡⭐ | Conscious Leadership Group | Ownership over blame | The agency thread Inga flagged
Accountability ladder 🟢 | management commons | Below-line excuses → above-line ownership | Manufacturer-safe ownership language

6 · Team & sizing

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
Forming/Storming/Norming/Performing 🟢 | Bruce Tuckman | Team development stages | Where a team is in its arc
5 Dysfunctions of a Team 🟡 | Patrick Lencioni | Trust → conflict → commitment → accountability → results | Diagnostic ladder for team friction
Dunbar's number / "two-pizza team" 🟢 | Robin Dunbar (~150) / Bezos | Human group-size limits | The bite-size sizing Mike likes; Open Field's 150 clusters

7 · Measurement & ROI (Inga's spine)

Framework | Origin | Core idea | OC angle
--- | --- | --- | ---
4 Levels of evaluation 🟡 | Donald Kirkpatrick | Reaction → Learning → Behavior → Results | The move off one-time workshops → observable behavior + results
Chain of evidence / line of sight 🟢 | L&D commons | Link the work → org goals | Inga's "chain of evidence" intake
Leading vs. lagging indicators 🟢 | management commons | Predictive vs. outcome metrics | Pick metrics owners feel early
ROI / Level 5 🟡 | Jack Phillips | Adds monetary ROI to Kirkpatrick | The "prove the ROI" capstone

## Through-lines (where OC coins its own catchphrases)

1. The two-state core. Below/above · drama/empowerment · threat/safe · defensive/curious · victim/creator — the same binary OC can own as a spectrum. → coin the catchphrase ("the line" / "the shift").
2. State → regulate → choose. Notice your nervous-system state → regulate → choose your stance. Neuroscience + agency = OC's loop — name it.
3. Change is a transition, not a project. Bridges + Kübler-Ross + Lewin = the human side SW's systems don't touch. OC's lane in one line.
4. Intervene at the right leverage point, sized right. Meadows + Cynefin + Dunbar/150 = OC's "where + how big" method.
5. Prove it with observable change. Kirkpatrick (behavior+results) + chain-of-evidence = OC's ROI spine (Inga). From "workshop" to "engagement with proof."

## The "Open Frame" assembly (working sketch)

- Intake / questionnaire = Inga's ~8-barriers diagnostic + the Change Check (above/below) → sets the chain-of-evidence baseline + reads the team's state.
- Module 1 — See the line (two-state core).
- Module 2 — Regulate (nervous system / safety / threat).
- Module 3 — Own it (agency / 100% responsibility / locus of control).
- Module 4 — Move together (team dynamics / conflict transformation / right-sizing).
- Module 5 — Make it stick & prove it (transitions / leverage points / measurement + ROI).
- Each module = an OC catchphrase + the manufacturer-safe translation + the diagnostic tie.

Next: confirm attributions + trademarks before publishing derived copy; pick OC's catchphrases for the through-lines + modules; map the intake to the chain-of-evidence (Inga + owner interviews); decide which frameworks make the v1 cut. This board is the menu, not the meal.