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Private noindexed page rendering the framework inspiration board for remote review on oc-preview (staging). Not linked from any public page. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com>
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<title>Open Frame — Inspiration Board (internal)</title>
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<div class="ib-wrap">
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<p class="ib-tag">Internal · working board · not for clients</p>
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<h1>"Open Frame" — <em>Inspiration Board</em></h1>
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<p class="ib-sub">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.</p>
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<div class="ib-rule">
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<p><strong>The operating rule:</strong> a framework itself is generally not protected IP — the author's <em>catchphrase / name</em> on it is. Draw freely from the established commons; <strong>coin OC's own catchphrases</strong> for what we assemble; <strong>cite</strong> named authors and don't rebrand <em>their</em> names. OC's defensible value = the synthesis + manufacturer-safe translation + our own named loop/modules + the sovereign agent + the measurement. <em>Not legal advice — verify trademarks before publishing derived copy.</em></p>
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<p class="ib-legend"><strong>Legend:</strong> 🟢 established public concept (fair game) · 🟡 named author/trademark to cite · ⭐ already an OC anchor.</p>
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<p class="ib-theme">1 · The two states — defensive vs. open (OC's core)</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>Above / Below the Line <span class="flag">🟡⭐</span></td><td>Conscious Leadership Group (Dethmer, Chapman, Klemp)</td><td>Closed/defensive (below) vs. open/curious (above), right now</td><td>OC's most translatable idea; the Change Check sits here</td></tr>
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<tr><td>Drama Triangle → TED* <span class="flag">🟡⭐</span></td><td>Karpman (1968) → David Emerald</td><td>Victim/Persecutor/Rescuer → Creator/Challenger/Coach</td><td>The "shift" out of blame; cite both</td></tr>
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<tr><td>Ladder of Inference <span class="flag">🟢</span></td><td>Chris Argyris</td><td>Leaping from data → defensive conclusions</td><td>Why people "react"; slows the jump</td></tr>
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<tr><td>Fixed vs. Growth Mindset <span class="flag">🟡</span></td><td>Carol Dweck</td><td>Ability as fixed vs. developable</td><td>Why veterans guard "it's just experience"</td></tr>
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</tbody></table>
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<p class="ib-theme">2 · Threat & safety (the nervous-system layer)</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>4 Stages of Psychological Safety <span class="flag">🟡</span></td><td>Timothy Clark</td><td>Inclusion → Learner → Contributor → Challenger safety</td><td>Open Field leaned on "challenger safety"</td></tr>
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<tr><td>SCARF <span class="flag">🟡</span></td><td>David Rock</td><td>Status/Certainty/Autonomy/Relatedness/Fairness = social threats</td><td>Names why a small change feels threatening</td></tr>
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<tr><td>Amygdala hijack / threat response <span class="flag">🟢</span></td><td>neuroscience (popularized by Goleman)</td><td>Threat → cortisol → fight/flight/fawn; ~24h to re-regulate</td><td>"Calm the nervous system first"</td></tr>
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<tr><td>Window of tolerance <span class="flag">🟡</span></td><td>Dan Siegel</td><td>The zone where you can think + relate</td><td>Trauma-informed tie; regulation</td></tr>
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<tr><td>"Rigor and soul" / conscious leadership <span class="flag">🟡⭐</span></td><td>Amy Elizabeth Fox (Mobius)</td><td>Trauma-informed leadership</td><td>OC's anchor reference</td></tr>
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</tbody></table>
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<p class="ib-theme">3 · The change journey (process)</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>Unfreeze → Change → Refreeze <span class="flag">🟢</span></td><td>Kurt Lewin</td><td>The original change model</td><td>Foundational, old, freely usable</td></tr>
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<tr><td>Change Curve <span class="flag">🟢</span></td><td>adapted from Kübler-Ross</td><td>Grief stages applied to change</td><td>The emotional arc of a rollout</td></tr>
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<tr><td>Transitions: Endings → Neutral Zone → New Beginnings <span class="flag">🟡</span></td><td>William Bridges</td><td><em>Change</em> is external; <em>transition</em> is the inner shift</td><td>Strong OC fit — the part SW's systems don't touch</td></tr>
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<tr><td>Diffusion of Innovations <span class="flag">🟢</span></td><td>Everett Rogers</td><td>Innovators → laggards adoption curve</td><td>Who adopts the new system, when</td></tr>
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</tbody></table>
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<p class="ib-theme">4 · Systems & seeing the whole</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>Operating manual / "do more with less" / tensegrity <span class="flag">🟢</span></td><td>Buckminster Fuller</td><td>Whole-systems, anticipatory design</td><td>Mike's named influence — the systems-whole lens</td></tr>
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<tr><td>Leverage Points <span class="flag">🟢</span></td><td>Donella Meadows</td><td>Where to intervene in a system (ranked)</td><td>Maps to Open Field's "levers / intervention points"</td></tr>
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<tr><td>Iceberg model <span class="flag">🟢</span></td><td>systems-thinking commons</td><td>Events → patterns → structures → mental models</td><td>Look beneath the incident</td></tr>
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<tr><td>Cynefin <span class="flag">🟡</span></td><td>Dave Snowden</td><td>Simple/Complicated/Complex/Chaotic → match the approach</td><td>Don't run a complex change like a simple one</td></tr>
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<tr><td>Scenario planning <span class="flag">🟢</span></td><td>Pierre Wack / Royal Dutch Shell</td><td>Rehearse multiple futures</td><td>Inga raised it — futures thinking</td></tr>
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</tbody></table>
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<p class="ib-theme">5 · Agency & ownership</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>Locus of control <span class="flag">🟢</span></td><td>Julian Rotter</td><td>Internal vs. external control</td><td>"You control how you show up" (Open Field)</td></tr>
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<tr><td>100% responsibility <span class="flag">🟡⭐</span></td><td>Conscious Leadership Group</td><td>Ownership over blame</td><td>The agency thread Inga flagged</td></tr>
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<tr><td>Accountability ladder <span class="flag">🟢</span></td><td>management commons</td><td>Below-line excuses → above-line ownership</td><td>Manufacturer-safe ownership language</td></tr>
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</tbody></table>
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<p class="ib-theme">6 · Team & sizing</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>Forming/Storming/Norming/Performing <span class="flag">🟢</span></td><td>Bruce Tuckman</td><td>Team development stages</td><td>Where a team is in its arc</td></tr>
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<tr><td>5 Dysfunctions of a Team <span class="flag">🟡</span></td><td>Patrick Lencioni</td><td>Trust → conflict → commitment → accountability → results</td><td>Diagnostic ladder for team friction</td></tr>
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<tr><td>Dunbar's number / "two-pizza team" <span class="flag">🟢</span></td><td>Robin Dunbar (~150) / Bezos</td><td>Human group-size limits</td><td>The bite-size sizing Mike likes; Open Field's 150 clusters</td></tr>
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</tbody></table>
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<p class="ib-theme">7 · Measurement & ROI (Inga's spine)</p>
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<table class="ib"><thead><tr><th>Framework</th><th>Origin</th><th>Core idea</th><th>OC angle</th></tr></thead><tbody>
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<tr><td>4 Levels of evaluation <span class="flag">🟡</span></td><td>Donald Kirkpatrick</td><td>Reaction → Learning → <strong>Behavior → Results</strong></td><td>The move <em>off</em> one-time workshops → observable behavior + results</td></tr>
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<tr><td>Chain of evidence / line of sight <span class="flag">🟢</span></td><td>L&D commons</td><td>Link the work → org goals</td><td>Inga's "chain of evidence" intake</td></tr>
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<tr><td>Leading vs. lagging indicators <span class="flag">🟢</span></td><td>management commons</td><td>Predictive vs. outcome metrics</td><td>Pick metrics owners feel early</td></tr>
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<tr><td>ROI / Level 5 <span class="flag">🟡</span></td><td>Jack Phillips</td><td>Adds monetary ROI to Kirkpatrick</td><td>The "prove the ROI" capstone</td></tr>
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</tbody></table>
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<h2>Through-lines (where OC coins its own catchphrases)</h2>
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<ol class="ib-list">
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<li><strong>The two-state core.</strong> Below/above · drama/empowerment · threat/safe · defensive/curious · victim/creator — the <em>same binary</em> OC can own as a <strong>spectrum</strong>. → coin the catchphrase ("the line" / "the shift").</li>
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<li><strong>State → regulate → choose.</strong> Notice your nervous-system state → regulate → choose your stance. Neuroscience + agency = <strong>OC's loop</strong> — name it.</li>
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<li><strong>Change is a transition, not a project.</strong> Bridges + Kübler-Ross + Lewin = the human side SW's systems don't touch. OC's lane in one line.</li>
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<li><strong>Intervene at the right leverage point, sized right.</strong> Meadows + Cynefin + Dunbar/150 = OC's "where + how big" method.</li>
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<li><strong>Prove it with observable change.</strong> Kirkpatrick (behavior+results) + chain-of-evidence = OC's ROI spine (Inga). From "workshop" to "engagement with proof."</li>
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</ol>
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<h2>The "Open Frame" assembly (working sketch)</h2>
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<ul class="ib-list">
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<li><strong>Intake / questionnaire</strong> = Inga's ~8-barriers diagnostic + the <strong>Change Check</strong> (above/below) → sets the chain-of-evidence baseline + reads the team's state.</li>
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<li><strong>Module 1 — See the line</strong> (two-state core).</li>
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<li><strong>Module 2 — Regulate</strong> (nervous system / safety / threat).</li>
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<li><strong>Module 3 — Own it</strong> (agency / 100% responsibility / locus of control).</li>
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<li><strong>Module 4 — Move together</strong> (team dynamics / conflict transformation / right-sizing).</li>
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<li><strong>Module 5 — Make it stick & prove it</strong> (transitions / leverage points / measurement + ROI).</li>
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<li>Each module = an <strong>OC catchphrase</strong> + the <strong>manufacturer-safe translation</strong> + the <strong>diagnostic tie</strong>.</li>
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</ul>
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<p class="ib-note">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.</p>
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