short responseHow do you define the problem that Randall is trying to address? Is this a technical or an adaptive challenge? Why? Randall is dealing with a tough situation; his team isn't resisting change because of technical issues, but because they're stuck in old habits and emotionally tied to the way things have always been. The real issue here isn't about procedures or tools; it's about values, culture, and behavior. That makes this an adaptive challenge, not a technical one. Quick fixes or top-down orders won't work; what's needed is a shift in mindset and how people approach their work (Heifetz, Grashow, & Linsky, 2009). 2. What is your reaction to the actions Randall has taken in this situation? How do you think what he did fits in with the six principles of adaptive leadership: get on the balcony, identify your adaptive challenge, regulate distress, maintain disciplined attention, give the work back to subordinates, and protect leadership voices from below? I think Randall's approach has been thoughtful and courageous. He's clearly gotten on the balcony by stepping back and observing the deeper dynamics at play, not just the surface-level problems, but the emotional resistance and cultural pushback. He's also done a great job of identifying his challenge as adaptive, recognizing that change has to come from within the team, not just from leadership. add