A recurring problem kept appearing.
Decades of building and operating businesses meant continuous contact with change — markets moving, technologies arriving, demand restructuring and decisions being made under pressure.
The same pattern kept appearing: when change arrived, attention collapsed onto the most visible problem. That problem was often a consequence of the change, not the change itself.
Change became more than a business problem.
Three experiences shaped Robert's understanding especially strongly: leaving Poland for New Zealand at nineteen, the arrival of his daughter Michelle, and the loss of his father. Each made impermanence, perspective and the question of what actually matters more concrete.
Over time, that practical and personal experience became a broader inquiry: if every field studies change inside a domain, who studies change itself?
From question to framework.
The Universal Change Canon grew from the attempt to build a disciplined, transferable method for examining change before a domain, desired outcome or preferred explanation captures the analysis.
The Logic of Change is the first book in that broader body of work.
