Science says that people’s ability to learn freezes as they reach adolescence. When people reach the age of 35, they are who they are. Change, why is it so hard? How leaders should bring the change in themselves and for everyone in the Organization, collectively? Let's find out from the short session on Change.
2. Why Change?
• What is the need for a change?
• Why I am unable to sustain the change?
• What is stopping me from change and sustaining it?
• Why leaders of the Organization should lead the change?
• How to overcome my immunity?
3. VUCA
Volatility - challenges can appear overnight and
be of unknown duration and intensity
Uncertainty – forced to operate with incomplete
information in unpredictable environments
Complexity - challenges are highly interdependent
and difficult to map, there are unknown unknowns
Ambiguity – causal relationships are un-seeable;
centering up on what something means is difficult
4. Age & Complexity of Mind
Mental
Complexity
Age20 40 50 60 7030 Robert Kegan & Lisa Lahey – Immunity to
Change
the view forty years ago…
5. Age & Complexity of Mind
20 30 40 50 60 70 Age
Complexity
of Mind
the revised view today…
Robert Kegan & Lisa Lahey – Immunity to
Change
6. TheTrajectory of Adult Development
Time
Complexity
of Mind
Robert Kegan & Lisa Lahey – Immunity to Change
Stage 3:
Socialized
Mind
Stage 4:
Self-Authoring
Mind
Stage 5:
Self-Transforming
Mind
Faithful follower
Identity narrative linked
tightly to surround
Seeks external direction
Frame dependent
Aligns to internal
Identity narrative
Seeks internal
direction
Frame independent
Holds & embraces
contradictions including
those of Identity
Multiple lens on self & world
Frame interdependent
75% of Adults
7. Two Structures of Mind
Problem - Reacting Outcome - Creating
Balancing / Oscillating Loop Growth / Generative Loop
Time
Results
Time
Results
Problem
Threat
FearReaction
Purpose
Vision
PassionAction
9. Plateaus in Adult Development
Robert Kegan & Lisa Lahey – Immunity to Change
Socialized Mind:
• Shaped by definitions and expectations of our personal environment.
• Relationship with people based on “School of Thoughts” , ideologies & beliefs
Self-Authoring Mind:
• Step back from social environment to generate personal authority that makes
choices about external expectations.
• By aligning with our belief system/ideology and the ability to self-direct, take stands,
set limits and create boundaries.
10. Plateaus in Adult Development
Robert Kegan & Lisa Lahey – Immunity to Change
Self-Transforming Mind:
• Step back from from personal ideologies or personal authority and
• Seeing the entire system is some way partial or incomplete.
• Be friendlier towards contradiction and opposites
• Hold on to multiple systems rather than holding on to one.
• Ability not to confuse with internal consistency with wholeness or completeness
12. Immunity X-Ray
Visible Commitment Doing/Not Doing instead Hidden Competing Commitments
I am committed to losing
weight
I eat too much
I eat when I am not even
hungry
I eat food with too much fat
I eat food with too much
Carbohydrate
Person A: I am committed to not being
bored, to feeling stimulated and
energized. I am committed to not feeling
empty.
Person B: I am committed to feeling well
connected to my people, to receiving love
when it is offered to me.
Person C: I am committed to not being
seen, and related to as a sexual object. I
am committed to not feeling
overwhelmed and enraged.
Robert Kegan & Lisa Lahey – Immunity to Change
13. Immunity X-Ray with Assumptions
Worry box:
Look stupid
Be humiliated
Be helpless
Be out of control
Make big mistake
Allow someone else to make
bug mistake
Visible Commitment Doing/Not Doing instead Hidden Competing Commitments Big Assumptions
To be a better listener I allow my attention to wander
off
I look at my phone often
I start making to-do lists in my
mind or on paper
If I am trying listening to
someone, I start thinking what
should I respond or what they
will speak next
If it’s my son, I start thinking
what he should do instead of
what he did.
If its my wife, I start feeling
that its not important, and
start thinking what is
important.
To not looking stupid
To not being humiliated
To not feeling helpless
To not feeling or being out of control
To not making a big mistake
To not allowing someone else make a big
mistake (for whom I am responsible)
I assume if I cannot be in control of the
situation things are likely going to get
worse.
I assume my wife expects me to be able to
help her solve the difficult problems she
shares with me.
I assume if I feel helpless there is no way I
can be a good listener.
I assume that “helping” is always a matter
of helping someone take a next step in the
right direction.
I assume that if I make a big mistake, I will
not be able to come out of it.
Robert Kegan & Lisa Lahey – Immunity to Change
14. Testing Assumptions
1. What are you going to do? (Do something different from your big assumptions)
2. What data do you want to collect? Including how people react to you and your feelings.
3. Is there anyone who can observe you and provide feedback?
4. Is it safe? Is the data relevant to your big assumption? Is it valid? Are the data sources valid?
5. Is it reinforcing your Big Assumption? Can it be done ASAP?
