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.

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.