# data[].attributes.body
Listen to Amy's narration and explanation of the two models as you scroll down through the slides. There will also be a couple of links, and even a music video, so you may want to pause for those or come back to them after the narration.

# data[].attributes.body
Adaptive leadership was developed by Ronald Heifetz and Marty Linsky and focuses on how constituents can adapt to change around them and overcome challenges.

# data[].attributes.body
Principles used in adaptive leadership: systems, biological, service orientation, psychotherapy

# data[].attributes.body
Adaptive leadership is particularly focused on the category of adaptive challenges, which are sometimes referred to as "wicked" problems. In other words, an adaptive challenge does not have easily solvable answers or skillsets.

# data[].attributes.body
In order to serve constituents well, leaders must have the proper perspective. Heifetz uses the metaphor of getting on the balcony to describe finding a place to look at the entire scenario.

The next steps for the leader generally involve some level of care for and encouragement of constituents while guiding them through the challenge. However, without the balcony perspective, the leader is too close to the action to help constituents move forward.

# data[].attributes.body
Recognizes the complexity of both systems and the problems that arise in complex systems

Focuses on constituents and the role a leader plays in creating a safe space

Recognizes the role values play in addressing issues

# data[].attributes.body
Lack of empirical evidence to support the theory

Too abstract

Focuses too generically on the “common good”

# data[].attributes.body
The University of Nebraska-Lincoln used Adaptive Leadership to address a series of free speech incidents on its campus (athletes taking a knee during the national anthem, responses to a conservative group called Turning Point, and a student espousing White Nationalism that made others feel threatened) on its campus. The authors identified administrators' use of each of the six adaptive leadership behaviors to guide the campus through some difficult conversations regarding free speech.

Read the full article

# data[].attributes.body
Northouse, P. G. (2016). Leadership : theory and practice (7th ed.). SAGE.

Sunderman, H. M., Headrick, J., & McCain, K. (2020). Addressing Complex Issues and Crises in Higher Education With an Adaptive Leadership Framework. Change, 52(6), 22–29. https://doi.org/10.1080/00091383.2020.1839322Articles

Videos?

# data[].attributes.body
William Bridges makes the distinction between change and transition. Change is an external event that happens to you or an organization. Transition is how you respond and adjust as the change happens.

Read more here

# data[].attributes.attachment_link.title
Lorelai Flexible GIF - Lorelai Flexible Gilmore - Discover & Share GIFs

# data[].attributes.attachment_link.description
The perfect Lorelai Flexible Gilmore Animated GIF for your conversation. Discover and Share the best GIFs on Tenor.

# data[].attributes.headline
"Every new beginning comes from some other beginning's end" -- Semisonic

# data[].attributes.subject
"Every new beginning comes from some other beginning's end" -- Semisonic

# data[].attributes.body
The first phase of Bridges' Transition Model is Endings. Like the band Semisonic sings in "Closing Time" (enjoy the music video!), new beginnings often are the result of something else ending. Constituents feel a sense of loss as things change, and leaders must understand and acknowledge the loss.

# data[].attributes.attachment_link.title
Semisonic - Closing Time (Official Music Video)

# data[].attributes.headline
Neutral Zone: Advent? Lent? The calm before the storm?

# data[].attributes.subject
Neutral Zone: Advent? Lent? The calm before the storm?

# data[].attributes.body
In the neutral zone, the change is not fully implemented, but there is an aspect of waiting and preparing for the change to arrive (kind of like Advent and Lent in the church calendar. They are times of waiting and preparation).

# data[].attributes.body
Finally, the transition is complete and people can fully live into the new beginning. They usually are optimistic and energetic after having come through the mourning of ending and the uncertainty and preparation of the neutral zone.

# data[].attributes.headline
Relationship between Adaptive Leadership and Bridges Transition Theory

# data[].attributes.subject
Relationship between Adaptive Leadership and Bridges Transition Theory

# data[].attributes.body
Common elements:

Focus on constituents as they encounter a challenge or a transition point

Leaders need emotional intelligence to help their constituents

Benefits of combining approaches:

Bridges Transition Model adds some concrete stages to the abstractions of Adaptive Leadership

Adaptive Leadership includes the critical first step of using the balcony to gain perspective