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The BENGAL Change Leadership Framework

Embracing a People‑Centric Approach 

At Idaho State University, we are building a people‑first culture of innovation, adaptation, and resiliency. The BENGAL Change Leadership Framework reflects this transformational spirit by prioritizing belonging and open dialogue in designing and implementing change. This focus on connection echoes the University’s commitment to empowering students, faculty, and staff to achieve their goals.

Philosophy and Guiding Principles

The ‘why’ behind BENGAL is rooted in the belief that leaders are conveners, not just problem‑solvers. Drawing on Peter Block’s work, we shift from prescribing solutions to creating the conditions for our community to discover its own answers. Key guiding principles include:

  • Belonging before buy‑in – people commit to what they help create.
  • Dialogue before directives – change grows through conversation, not compliance.
  • Clarity before complexity – make the purpose visible before delving into process.
  • Systems before symptoms – seek root causes rather than quick fixes.
  • Learning before lasting – sustain adaptation through reflection and reinforcement.

The BENGAL Framework at a glance

B - Bengal Belonging & Shared Vision

Foster trust and a common purpose before taking action.

E - Engage & Empower the Coalition 

Bring diverse voices together and keep the mission visible in every conversation. 

N - Navigate the System & Adapt Together

Identify barriers, distinguish between technical and adaptive challenges, and align initiatives with ISU's mission. 

G - Generate Momentum & Visible Wins

Build credibility through early progress and celebrate success. 

A - Anchor & Align Through Learning & Reinforcement

Embed new behaviors into systems and structures; reinforce the change and avoid declaring victory too soon. 

L - Lead with Listening, Reflection & Continuous Improvement 

Sustain progress through ongoing feedback, periodic reflection, and a commitment to ongoing improvement. 

Each phase is flexible and interconnected, allowing leaders to revisit earlier steps as needed. The framework draws on respected models such as Kotter’s 8‑Step process, Prosci’s ADKAR model, adaptive leadership, systems thinking, and Bolman & Deal’s Four Frames.

The BENGAL framework is not just about completing a project; it is about building an organizational culture that thrives in a dynamic environment. In harmony with the president’s vision of a bold, forward‑looking ISU, our goals are:

  • Resiliency – the ability to withstand disruption and emerge stronger.
  • Adaptation – a capacity to learn, evolve, and innovate as our competitive landscape changes.
  • Continuous improvement – a shared commitment to get better every day.

By focusing on these attributes, we will “work collaboratively to provide the highest‑caliber education while maintaining a focus on affordability and relevance”.

B – Build belonging & shared vision
  • Share the why behind the change and invite feedback. People commit to what they help create.
  • Listen to questions and concerns; incorporate them into the plan.
  • Engage key stakeholders early; clarify decision‑making roles.

Watchout: Don’t announce solutions before building alignment.

E – Engage & empower the coalition
  • Keep the mission and vision at the forefront of all conversations; avoid distractions.
  • Include diverse voices and perspectives, including skeptics.
  • Provide multiple channels for contribution and show stakeholders how their input shaped the direction.

Watchout: Don’t ignore informal or frontline influencers.

N – Navigate the system & adapt together
  • Continue to highlight the purpose; treat questions as valuable feedback.
  • Align initiatives with ISU’s mission and strategic priorities.
  • Differentiate between technical problems (with known solutions) and adaptive challenges that require deeper shifts.

Watchout: Don’t mistake adaptive issues for technical fixes.

G – Generate momentum & visible wins
  • Follow through on implementation plans and communicate progress.
  • Adapt plans based on feedback; celebrate early successes to build credibility.

Watchout: Don’t confuse activity with impact.

A – Anchor & align through learning and reinforcement
  • Keep listening and reinforcing the change; recognize progress before declaring victory.
  • Connect the change to ISU’s mission; ensure systems and structures support new behaviors.

Watchout: Don’t declare success too soon.

L – Lead with listening, reflection & continuous improvement
  • Maintain open channels for feedback after implementation.
  • Schedule regular reflection sessions; revisit goals and assumptions.
  • Provide psychological safety for honest dialogue and model humility.

Watchout: Don’t assume sustainability without stewardship.

Core concepts: deepening your practice 
  • Technical vs. adaptive challenges – technical problems are complicated but solvable with existing expertise; adaptive challenges require changes in values, beliefs and behaviors. Leaders must “get on the balcony” to see patterns and avoid applying technical fixes to adaptive problems.
  • The leader as convener – shift from being the chief problem‑solver to creating space where the community can explore possibilities and find solutions together. This is key to building belonging in Phase B.
  • The Four Frames – use Bolman and Deal’s Structural, Human Resource, Political and Symbolic lenses to avoid bias and ensure a holistic view of any challenge.

Explore each phase, download the worksheet, and listen to the audio briefing to deepen your understanding. If you have questions, would like to talk through how the framework applies to your area, or are interested in scheduling a more in-depth training for your leadership team, please reach out to Patience Ternus.

By leading change the BENGAL way, we will build a resilient, adaptable, and continuously improving culture—one that honors our past and embraces a bold path forward.

Go Bengals!