Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization
Harvard Business Press, Feb 15, 2009 - Business & Economics - 340 pages
A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive.
Given that the status quo is so potent, how can we change ourselves and our organizations?
In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.
This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.
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LibraryThing ReviewUser Review - OliviainNJ - LibraryThing
Kegan and Lahey wrote a brilliant and concise Harvard Business Review Article called "The Reeal Reason People Won't Change", (2001) in which they descuss the idea of "competing commitments" which are ... Read full review
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able actually adaptive challenge agenda assessment behaviors believe beneﬁts better big assumption can’t Cathy Cathy’s chapter Chet colleagues collective immunity communication competing commitments conﬂict corporate university create David deﬁnition delegate didn’t difﬁcult doesn’t Doing/not effective emotional entries experience faculty fear feedback feel ﬁgure ﬁnally ﬁnd ﬁrm ﬁrst-column four-column going happen Hidden compet identiﬁed identify immune system immunity map immunity to change immunity-to-change important improvement goal individual leaders leadership learning learning objectives level of mental listen look MBTI meet mental complexity mindset Myers-Briggs Type Indicator one-big-thing one’s organization organizational organizational learning other’s people’s person Peter picture problem progress projects reﬂect risk second-column self-authoring mind self-transforming mind senior shared signiﬁcant socialized mind someone speciﬁc survey talk team members team’s tell there’s things third-column commitments tion trust trying understanding what’s X-ray