Heifetz defines adaptive leadership as mobilizing people so that they take on hard challenges and thrive. Thriving is borrowed from evolutionary biology, where a successful adaptation preserves the DNA essential to survival, discards what no longer serves, and creates arrangements that let the species flourish in harder environments; for an organization the analogues are that adaptive change enables the capacity to thrive as its stakeholders define it, builds on the past rather than jettisoning it (the change is small against what is conserved), proceeds by experimentation with a high failure rate, relies on diversity, and takes time. The three questions of adaptive change are what cultural DNA to keep, what to discard and what to innovate. The illusion of the broken system: every organization is perfectly aligned to produce the results it produces now, and the people invested in the current arrangement are the resistance.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.