Team Shift Analysis · Faria-Lequay Shift Pattern Index™
Your organization has decided to change. Has your team?
You can see the behavior. Do you know what is driving it?
The behavior is visible to everyone. What produces it has rarely been measured, and almost never in a form a leader can act on.
Change is arriving faster than teams can absorb it.
What leaders are experiencing
Decisions are agreed in the room and reopened three weeks later.
People agree in the meeting and behave the same way afterward.
Some people move ahead while others quietly disengage.
Communication gets harder the further the change goes.
New systems and processes get worked around instead of used.
Managers spend their time on friction instead of on the work.
What the team is experiencing: tension nobody can place, conflicting energy running through the group, information arriving in a form that does not help the person receiving it, people going quiet in a way nobody can read, and one change that has not settled before the next is announced.
What it costs while it goes unnamed.
The cost of leaving it unnamed
Conversations repeat and decisions slow down. Timelines slip on work that is already funded. Systems go live and are quietly worked around. Managers spend hours on friction instead of on the work. Engagement drops and avoidable turnover follows. The initiative is reported as complete and never becomes the way the organization actually works.
Compliance is not adoption. Compliance is people agreeing, attending, and appearing on the completion report. Adoption is people moving when no one is watching. The distance between those two positions is where this work lives.
Why conventional approaches do not see it.
Why it goes unseen
Change management measures the organization, not the person. It sorts people into supportive, neutral, and resistant, which describes the symptom rather than explaining it.
Personality and strengths instruments measure steady conditions. A team can know every profile in the room and still stall the week a change is announced.
Engagement surveys arrive late and blunt. By the time one shows that change is being handled poorly, the change has already cost what it was going to cost.
Training and communication metrics measure completion. Every one of them counts whether a message was delivered. None of them counts whether anything changed.
The result: leaders are held accountable for adoption and equipped only to see compliance. What does not look like cooperation gets miscategorized as resistance.
The Faria-Lequay Shift Pattern Index™.
The instrument
A change event alters the environment. That altered ground is the shift, and every member of the team is standing on it at the same time. How a person characteristically orients whenever the ground moves is their Shift Pattern.
The Index identifies eight Shift Patterns across four modes of response: Analyzer and Strategizer in logic and thinking, Processor and Harmonizer in the emotional and relational mode, Activator and Regulator in action and sensing, Explorer and Envisioner in intuition.
Nobody is labeled or placed in a fixed category. Every person holds all eight to some degree. The Index describes the order in which they reach for them when the ground moves, which is why the result stays usable for whatever change comes next.
What the analysis shows a leader.
Who responds which way when change arrives. Where the strengths sit and where the gaps are. What each person needs in order to move, which is rarely the same thing for any two of them. How to lead and communicate to each of them instead of to all of them in one way.
What the organization receives
Everything is included in a single engagement.
The Index for every participant with their Primary and Secondary Shift Patterns. A consolidated team map of Shift Pattern composition. Named strengths, balance gaps, and friction points. A customized Team Shift Analysis presentation. A two-hour live facilitated session with the team and its leader. Practical recommendations for leading each pattern through change. Delivered virtually, with in-person facilitation available.
What changes in how you lead
What you can do the following morning.
You brief the team in more than one way, because a single message lands differently on each person. You know who to bring in first, and who will bring others along once they are on board. You match the work to the people. You can tell who is working it through from who has checked out, in week three rather than month three. You stop reading a slow response as a performance problem.
Where this earns its place.
Mergers and integrations, a change of leader, system and process implementations, restructures, rapid growth, a deliberate slowdown, cultural shifts, the adoption of AI and automation, high-stakes cross-functional teams, and the period after a workforce reduction.
Best suited for
The teams carrying the change.
Leadership and executive teams. Teams preparing for, or already inside, a significant change. Newly formed, restructured, or merged teams. Project and implementation teams standing up new technology or new ways of working. Teams carrying a heavy Change Load, where communication has become difficult. Change, HR, and organizational development leaders who need a deeper read on a team.
Evidence
Three applied cases.
Absence: Soleil Edge had no Regulator represented across eighteen Primary and Secondary positions, and responded by creating deliberate friction and reconsidering capability coverage in hiring. Concentration: a consultancy showed near-perfect planning and execution balance, while new-direction capacity depended disproportionately on one executive. Overconcentration: a growth-stage retailer carried heavy vision and exploration strength while regulation and sequencing were limited.
These cases illustrate observed team-composition dynamics. They are not intended to establish causal claims, population-level norms, or predictive outcomes.
Reactive teams absorb change. Intentional teams move through it.
The next step
The first conversation takes about thirty minutes and requires no preparation. We will look at the change you are in now and which team stands to gain most from starting there.
Reactive teams absorb change. Intentional teams move through it.
The next step
The first conversation takes about thirty minutes and requires no preparation. We will look at the change you are in now and which team stands to gain most from starting there.
Reactive teams absorb change. Intentional teams move through it.
The next step
The first conversation takes about thirty minutes and requires no preparation. We will look at the change you are in now and which team stands to gain most from starting there.