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Change is Here to Stay.
So is your Organization.
Change is an organizational capability. We assess and build it.
Leaders say they are unprepared for change
HR managers think managers are overwhelmed
of HR directors think that their current solutions are ineffective
Sources: “Top 5 HR Priorities for HR Leaders in 2025,”
Gartner, November 2024. LLH-ICEO, “View From the C-
Next: Embracing the Transformation of Leadership”, Nov 2025.
Behavioral Competencies:
The Antidote to Uncertainty
less risk of burnout
Source: Global Leadership Forecast, DDI, 2025.
Preparing Organizations for an Uncertain World
We cultivate targeted behavioral and relational skills, empowering leaders to navigate change and uncertainty in the workplace.
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From Change Management to Change Enablement
S.H.A.R.P.® combines the proven logic of change management (sequentiality, diagnosis, proof of impact) with cognitive and behavioral sciences. Objective: to make adaptability an individual and collective resource.
This phase models the real conditions of change.
It is directly inspired by the COM-B model (Michie et al., 2011), which poses a fundamental question: what must be present for a behavior to exist?
Three determinants are necessary and simultaneous: abilities, opportunities, and motivation.
No serious program can do without these three questions.
This phase assesses the real willingness to change.
Inspired by the Transtheoretical Model (TTM, Prochaska & DiClemente), it relies on the URICA diagnosis to precisely locate each individual on the continuum from maturity to change.
This phase determines the coherence of the course: a program deployed without validation of motivational maturity does not produce lasting change. It produces resistance.
This phase refers precisely to what we are developing: targeted, measurable behavior.
It is inspired by the 4T model (Elfer, Chilazi & Chang), which poses a fundamental requirement: you cannot change what you did not initially target precisely.
What specific behavior, if it changes, will produce the desired business effect? What is the causal hypothesis that links this behavior to the expected effect?
This phase is the operational core of our protocol.
This is where change happens, in real work.
Because each sequence is tagged and measurable, development remains controllable at each stage.
Two loops structure the course. The first, behavioral. The second, cognitive. The Tomoiaga & David (2023) meta-analysis confirms the effectiveness of this double loop with a broad effect on performance (g = 0.741).
REWIRE does not teach skills. He installs them in the real world.
This phase completes the protocol and validates its rigor.
What was targeted in ACTIVATE, trained in REWIRE, must now be measured and stabilized.
It is based on the “Test” stage of the 4T model, which sets out a simple and rarely met requirement: to prove that the intervention produced the expected effect.
PROVE structures this evidence in three stages: impact measurement, with ex-ante/ex-post psychometric evaluations, the anchoring of observable achievements and sustainability analysis.
Because each stage of the journey has been marked out and controllable, PROVE demonstrates that behavioral change has become a sustainable skill.
Change, Enabled.
What is Change Enablement?
What Is UNREST’s Core Value Proposition?
What Is the Cognitive-Behavioral Approach to Change?
How Does UNREST Differ from Traditional Change Management?
What is the S.H.A.R.P.® Framework?
What Is the UNREST Suite?
