A new way of relating to change
The Edge Model conceptualises change as a transition between a “primary state” (where people feel familiar and competent) and a “secondary state” (an unfamiliar place with unknowns that represents growth potential), with the “edge” being a territory of its own that must be crossed for transformation to occur. This framework builds resilience by shifting leaders or consultants’ priorities as they face the behavioural challenges of transformational change from immediately problem-solving to observing the system and adjusting. Rather than immediately trying to fix resistance or dismiss difficult emotions, they recognise these as natural edge behaviours that reveal where people are in their change journey.
By mapping individuals and teams against the primary-secondary spectrum, leaders develop empathy for why resistance occurs, seeing it as a normal human response to crossing into unknown territory. Armed with this awareness, they respond with curiosity rather than frustration, providing precisely what’s needed “support”. Whether that’s utilising more effective communication to explore the secondary state safely as a “tourist” or providing additional information about the change, addressing the emotional response.
Mutually exploring the path & sharing the rational crumbs on the journey. Thereby tackling the stuck-ness empathetically by normalisation and dialogue negating the tension and so the requirement for resilience at source. While this may seem a time consuming journey, it often represents the tipping point between success & failure.
Recognising Edge behaviours
These are signals that individuals and teams are on an edge, when people are navigating the threshold between familiar and unfamiliar territory, their resilience becomes compromised and performance naturally suffers. The typical organisational response is to label such behaviours as unproductive or claim the change programme has failed or offer generic solutions, wasting valuable resources and time.
However, leaders skilled in RSI recognise edge behaviours as meaningful signals that the system is navigating change and requires targeted support. This might involve providing education about the change process, normalising the discomfort as a natural part of transformation, or offering a compelling vision for why the change matters. Alternatively, these behaviours may indicate that people “know something you don’t know”, perhaps there are valuable elements in the primary state that need preserving or genuine concerns that warrant reviewing the change approach.
By taking this systemic stance, leaders and consultants build resilience because they listen to what the system is sharing, and when people feel heard they know they matter, feel valued, and understand that they add value, creating the psychological safety essential for navigating change successfully.
Ground conditions for change
Margaret Wheatley outlines several key “ground conditions” essential for successful change within organisations and communities, emphasising the importance of information sharing, a sense of shared purpose, opportunities for participation, and strong relationships. The Edge Model deepens this understanding by revealing why these conditions are so crucial—when people are navigating the vulnerable territory between primary and secondary states, they need robust ground conditions to maintain their resilience during the crossing.
Leaders skilled in creating these ground conditions recognise that edge behaviours often signal inadequate foundations rather than personal resistance, prompting them to strengthen information flows, clarify shared purpose, and create meaningful participation opportunities. This approach builds both individual and collective resilience because it acknowledges that crossing edges requires emotional and relational support, when people feel informed about the change, connected to its purpose, and empowered to participate in shaping it, they develop the psychological safety and confidence needed to navigate uncertainty.
Rather than depleting energy fighting resistance, leaders who establish strong ground conditions create an environment where people can access their natural capacity for adaptation and growth, transforming potential fragility into collective resilience during periods of transformation.
The gift of Designing the Team Alliance (DTA)
One of the most important aspects for any change is aligning on “how to be” together, or Designing Team Alliances (DTA)—creating the relationship container that supports both the task of implementing change and the emotional journey of navigating edges collectively. Unlike traditional team charters that focus solely on deliverables, DTAs establish the relational infrastructure by inviting teams to agree on desired qualities for their collaboration, ways of handling conflict, and methods for recognising when toxic communications signal edge behaviours requiring collective antidotes.
When implemented as regular check-ins, DTAs become proactive resilience-building tools rather than reactive crisis management—they create safe spaces for emotions to surface, provide agreed frameworks for navigating difficult conversations, and establish shared practices for thriving during uncertainty.
This gift of intentional relationship design transforms how teams experience changes because it acknowledges that crossing edges together requires explicit agreements about how to support one another through the vulnerable territory between primary and secondary states, ultimately building the collective resilience needed to sustain transformation over time.
Topping Up the Tank
Resilience isn’t static—it requires continuous replenishment, especially during periods of change when people are crossing edges and navigating unfamiliar territory. RSI keeps systems resilient because it recognises that sustainable performance emerges from the quality of relationships within the system, not just individual capability.
When leaders understand edge behaviours as signals rather than problems, establish robust ground conditions through information sharing and meaningful participation, and create intentional relationship containers through DTAs, they build systems where people feel seen, heard, and safe to contribute—even amid uncertainty.
This approach transforms resistance into intelligence, conflict into creativity, and individual fragility into collective strength. Rather than depleting energy fighting change, teams equipped with RSI tools access their natural capacity for adaptation and growth, remaining engaged and innovative throughout transformation.
This is resilience reimagined: not just weathering the storm but growing stronger because of it collectively. The old colloquialism of a problem shared is a problem halved is a common turn of phrase that takes on new relevance in the arena of complex transformations.
Want to learn more?
Join our upcoming ORSC training this autumn—available both virtually and in person. Whether you’re a coach, leader, HR professional, or team facilitator, Relationship Systems Intelligence will deepen your capacity to lead in complexity, recognise the wisdom in edge behaviours, create powerful ground conditions for change, and design team alliances that nurture true resilience in the systems you serve. Transform how you relate to change—and watch your teams thrive.
