Creating resilient teamsManaging stress
Immunity to change
Immunity to change
Key Takeaways:
The concept of “Immunity to Change” was developed by Robert Kegan and Lisa Lahey. They introduced this concept through their book titled “Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organisation,” which was published in 2009.
"Immunity to change" refers to the phenomenon where individuals or organisations resist change, despite clear incentives or intentions.
Even when facing life-threatening situations, many people fail to adhere to prescribed treatments.
A study shows that even when heart doctors tell patients they could die without medication, only one in seven patients make the necessary lifestyle changes. This demonstrates a significant gap between intention and action.
The gap between intentions and actions is due to deeply ingrained assumptions and fears. Individuals may have a genuine desire to change their behaviour, but unconscious fears and assumptions prevent them from doing so.
By mapping out these assumptions, individuals can see how they are preventing themselves from making changes they genuinely desire. This involves helping individuals see the system of assumptions that prevent them from changing their behaviour.
Identifying and changing deep-seated assumptions and fears is crucial to bridging the gap between intention and action. By doing so, leaders can achieve the changes they desire.
Sources
British Columbia Organization Development Network (22 July, 2012). An Evening with Robert Kegan and Immunity to Change [Video]. YouTube. https://www.youtube.com/watch?v=FFYnVmGu9ZI&t
Immunity to change
by
British Columbia Organization Development Network