This article deals with the question of how to effectively position yourself when leading change. On the one hand, this question includes the issue of positioning yourself in relation to your surroundings and their dynamics in the first place; on the other hand, it includes the issue of positioning yourself effectively. We consider a self-positioning to be effective when it combines an increased probability of impact (change is achieved) with an increased probability of acceptance (change is sustainable).
Resolving these issues may feel tedious at times. The patterns in this article are designated to people who have experienced the need for positioning themselves effectively when leading change in the field of knowledge work as, for example, a manager, a consultant, or a coach.