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Heifetz Adaptive Leadership Framework

49 controls. 3 other frameworks in our corpus share controls with it. Here is all of it, and how much of it you are already doing.

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What you already have

Frameworks whose controls overlap this one, most first. If you run any of them, the count is roughly what you have already evidenced.

If you runShared controls
LEADS in a Caring Environment5measure it →
Argyris Double-Loop Learning2measure it →
COSO Internal Control2measure it →

Every control

CodeControlAlso in
Heifetz-BuildingAdaptiveCapacity-Experiments-LearningHeifetz Building Adaptive Capacity, Running Experiments, Learning Organization Coordination1
Heifetz-Conceptual-TechnicalVsAdaptiveHeifetz Conceptual Foundation, Technical vs Adaptive Challenges, Three Problem Types (I/II/III)0
Heifetz-Coord-Bass-Goleman-Kotter-SengeHeifetz Coordination with Bass FRLM, Goleman EI, Kotter Change, Senge Learning Organization0
Heifetz-Copyright-CLA-HKS-2024-2025Heifetz Copyright + Cambridge Leadership Associates, HKS, 2024-2025 Pipeline and Future0
Heifetz-Critique-Limitations-Power-EquityHeifetz Critiques, Limitations, Power, Equity and Counter-Perspectives0
Heifetz-DeployingYourself-Personal-Anchors-ConfidantsHeifetz Deploying Yourself as a System - Personal Dimensions, Anchors, Confidants, Self vs Role1
Heifetz-Diagnosing-Balcony-Stakeholder-AuthorityHeifetz Diagnosing the System - Getting on the Balcony, Stakeholder Mapping, Formal and Informal Authority3
Heifetz-HoldingEnvironment-ProductiveDisequilibrium-DistressHeifetz Holding Environment, Productive Disequilibrium, Regulating Distress and Managing Heat3
Heifetz-Implementation-LeadershipDevelopment-CoachingHeifetz Implementation - Leadership Development, Executive Coaching, HKS + Cambridge Leadership Associates0
Heifetz-Mobilizing-GivingWorkBack-Voices-ConflictHeifetz Mobilizing the Work - Giving Work Back to People, Protecting Voices, Orchestrating Conflict1
Heifetz-Sectoral-PublicSector-Healthcare-Education-CorporateHeifetz Sectoral Application: Public Sector, Healthcare, Education, Corporate, Military, NGO0
Heifetz-Status-Adoption-Vision-LongTerm-InfluenceHeifetz Status, Adoption, Long-Term Influence and Future of Adaptive Leadership0
D4Chapter 4 Diagnose the system: the tenacity of the status quo, structures, culture and defaults0
D5Chapter 5 Diagnose the adaptive challenge: technical and adaptive elements, the song beneath the words, four archetypes0
D6Chapter 6 Diagnose the political landscape: values, loyalties, losses at risk, hidden alliances0
D7Chapter 7 Qualities of an adaptive organization0
DEPLOYDeploy yourself (Part Five)0
DIAGDiagnose the system (Part Two)0
INTROThe framework and its texts: Leadership Without Easy Answers (1994), Leadership on the Line (2002), The Practice of Adaptive Leadership (2009)0
M10Chapter 10 Act politically: informal authority, allies, opposition, authority figures, casualties, dissent0
M11Chapter 11 Orchestrate conflict: holding environment, participants, regulate the heat, give the work back0
M12Chapter 12 Build an adaptive culture0
M8Chapter 8 Make interpretations: reframe defaults, generate multiple interpretations, audition ideas0
M9Chapter 9 Design effective interventions: the seven steps0
MOBMobilize the system (Part Three)0
P19Chapter 19 Stay connected to your purposes: ethics, keeping purposes alive, negotiating them, avoiding the traps0
P20Chapter 20 Engage courageously: get past the past, lean into incompetence, fall in love with tough decisions, get permission to fail, build the stomach0
P21Chapter 21 Inspire people: be with your audience, speak from the heart0
P22Chapter 22 Run experiments: take more risks, exceed your authority, turn up the heat, name your piece of the mess, display your own incompetence0
P23Chapter 23 Thrive: grow a personal support network, create a personal holding environment, renew yourself0
SELFSee yourself as a system (Part Four)0
T1Adaptive leadership defined: mobilize people to tackle tough challenges and thrive, conserving the essential and discarding the expendable0
T10The six principles of leading adaptive work (Heifetz and Laurie, 1997)0
T11The 2021 framework: ten properties of adaptive work, seven strategic tasks, properties of an adaptive organization0
T2Distinguish technical problems from adaptive challenges0
T3Distinguish leadership from authority: authority is power entrusted for service, leadership is an activity0
T4Live in the disequilibrium: keep the heat in the productive zone and counter work avoidance0
T5Observe, interpret, intervene: the iterative process, from the balcony0
T6Experiment and take smart risks smartly0
T7Engage above and below the neck0
T8Connect to purpose0
T9Before you begin: do not do it alone, live life as a leadership laboratory, resist the leap to action, discover the joy of hard choices0
THEORYThe theory behind the practice (chapter 2)0
Y13Chapter 13 See yourself as a system: your many identities and a diagnostic mindset about yourself0
Y14Chapter 14 Identify your loyalties: colleagues, community, ancestors; prioritize and name the unspeakable ones0
Y15Chapter 15 Know your tuning: triggers, hungers and carrying water0
Y16Chapter 16 Broaden your bandwidth: discover your tolerances0
Y17Chapter 17 Understand your roles: what roles you play, your scope of authority, role and self0
Y18Chapter 18 Articulate your purposes: prioritize them and the story you tell yourself0

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  • Critique-engagement + methodological rigor

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What this page is

A control-level reference for Heifetz Adaptive Leadership Framework, drawn from our framework corpus. Control codes and titles are references to the standard, not reproductions of it. The overlap counts and the auditor artefacts are our own work and are the part you will not find elsewhere.

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