Adaptive change is political: for each stakeholder the leader identifies the stake in the challenge, the outcomes wanted, the importance of the issue to them, their power and influence, the values driving their behaviour, the loyalties to colleagues, constituencies and communities that constrain them, the losses the change puts at risk for them (identity, competence, power, relationships) and the hidden alliances among them. The chapter's four moves: find the values behind behaviour, recognise loyalties, name what people stand to lose, and notice alliances that are not visible.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.