Founder Topology describes how power enters a system — not who you are.
In Adoption Logic, founders do not persuade systems to move. They introduce signals that change whether the system can move safely.
This page helps make those signals visible so leverage can be applied intentionally.
Credibility Power
Structural Power
Coalition Power
Risk Absorption Power
Temporal Power
It changes whether gates can open safely.
Next, we map how these power signals interact with specific Adoption Logic gates — and which narrative moves reduce real system tension.
Common Adoption Patterns
These are not founder types. They are recurring system patterns. If one feels familiar, treat it as a working hypothesis — not a diagnosis.
“They take the meeting — but nothing moves.” Frequent engagement · No release
You might recognize this if:
- Senior leaders engage quickly
- Conversations feel affirming
- Follow-through keeps stalling
What’s likely happening:
The system believes you understand the problem — but does not yet believe it can implement the solution safely.
Likely gate: Operational Readiness (Closed)
“Procurement is excited. Clinicians are not.” Ops yes · Clinical resistance
You might recognize this if:
- IT or Ops engagement is strong
- Clinical teams raise workflow concerns
- Pushback references burden or judgment
What’s likely happening:
The system sees feasibility — but not clinical legitimacy or safety.
Likely gate: Legitimacy (Constrained)
“Everyone agrees it matters — no one owns it.” Mission alignment · No sponsor
You might recognize this if:
- Leaders praise the mission
- No department claims responsibility
- Momentum diffuses instead of consolidates
What’s likely happening:
The system agrees with the outcome — but cannot safely assign ownership.
Likely gate: Authority (Undefined / Closed)
“Strong logos. Endless pilots.” Momentum without commitment
You might recognize this if:
- You have name-brand traction
- Pilots keep extending
- Decisions feel deferred, not denied
What’s likely happening:
External momentum increases pressure — internal risk remains uncontained.
Likely gate: Risk Tolerance (Closed)
“Quiet progress. Fewer meetings. Real movement.” Low drama · Steady release
You might recognize this if:
- Resistance appears early — then resolves
- Fewer explanations are required
- Decisions feel understated but durable
What’s likely happening:
The system feels understood — and therefore safe enough to move.
Likely gates: Multiple partially open
Founder Power Archetypes
These are not identities. They describe how founder power tends to enter systems over time. Use them for orientation — not self-labeling.
The Insider Translator Credibility-first · System fluent
Entry posture:
You enter systems by speaking their language and naming constraints before they do.
Your presence reduces friction because stakeholders feel understood.
Most active power: Credibility Power
Typical leverage: Opens Legitimacy quickly; de-escalates resistance.
Common blind spot:
Overestimating how far credibility carries without structural feasibility.
Gates you often influence: Legitimacy (Open) · Trust Continuity (Constrained → Open)
Patterns you may experience: “They take the meeting — but nothing moves.”
The Structural Embedder Feasibility-first · Workflow focus
Entry posture:
You enter systems by making adoption feel implementable — integration, workflow fit, and operational logic.
You reduce “how would we do this?” anxiety.
Most active power: Structural Power
Typical leverage: Converts interest into feasibility; stabilizes Ops Readiness.
Common blind spot:
Undersignaling clinical legitimacy or human risk, especially in health systems.
Gates you often influence: Operational Readiness · Incentive Alignment
Patterns you may experience: “Procurement is excited. Clinicians are not.”
The Coalition Builder Authority cover · Logos & momentum
Entry posture:
You enter systems with visible momentum — references, partnerships, and social proof that give authority holders cover to engage.
Most active power: Coalition Power
Typical leverage: Opens Authority conversations; accelerates internal attention.
Common blind spot:
Triggering defensive risk behavior when the system feels pressured by external momentum.
Gates you often influence: Authority (Constrained → Open)
Patterns you may experience: “Strong logos. Endless pilots.”
The Risk Absorber Safety-first · Reversible movement
Entry posture:
You enter systems by making movement survivable — reversibility, phased commitments, and explicit downside containment.
You protect the risk holder.
Most active power: Risk Absorption Power
Typical leverage: Opens Risk Tolerance; stabilizes Trust Continuity.
Common blind spot:
Slower authority alignment if safety becomes the only story; under-leveraging coalition when needed.
Gates you often influence: Risk Tolerance · Trust Continuity
Patterns you may experience: “Everyone agrees it matters — no one owns it.” (when authority isn’t located)
The Timing Surfer Window-aware · Policy & cycles
Entry posture:
You enter systems by aligning with institutional timing — budgets, policy shifts, mandates, strategic windows.
You make “later” feel costly.
Most active power: Temporal Power
Typical leverage: Sharpens priority; makes action defensible.
Common blind spot:
Overrelying on urgency without sufficient structural feasibility or risk containment.
Gates you often influence: Timing (Unknown → Constrained → Open)
Patterns you may experience: “They take the meeting — but nothing moves.” (timing misaligned)