The document draws an analogy between how spiders build orb webs and how change managers can approach change initiatives. It describes how orb spiders begin by making a four-sided frame and adding diagonal lines to strengthen it before building spokes from the center outward in a spiral pattern. It suggests change managers similarly start from a position of strength, build a framework of the change scope, strengthen it with supporting actions, and communicate the vision outward from the core to more people. Done well, the "change web" will be compelling and stick like the spider's silk, allowing the change to withstand disruptions like a knocked-down web.