The document discusses overcoming immunity to change. It notes that change is difficult and inhibits transformation, and that we often use technical solutions to address challenges that require adaptive changes. It advocates developing mental complexity to be successful in a volatile, uncertain, complex, and ambiguous (VUCA) world. The document discusses creating a personal diagnostic of immunity to change as it relates to a personal improvement goal in order to unlock new behaviors and growth.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
Beginner's Guide to the StrengthsFinder Leadership DomainsMeiling Tan
A beginner's guide to the four StrengthsFinder Leadership Domains [Executing, Influencing, Relationship Building, and Strategic Thinking] under Gallup's StrengthsFinder assessment.
The full guide can be found at: http://strengthsschool.com/strengthsfinder-blog/four-domains-of-leadership-strength
Proudly presented by Strengths School™ Singapore.
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
Beginner's Guide to the StrengthsFinder Leadership DomainsMeiling Tan
A beginner's guide to the four StrengthsFinder Leadership Domains [Executing, Influencing, Relationship Building, and Strategic Thinking] under Gallup's StrengthsFinder assessment.
The full guide can be found at: http://strengthsschool.com/strengthsfinder-blog/four-domains-of-leadership-strength
Proudly presented by Strengths School™ Singapore.
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
Een tijdje geleden gaf ik een workshop over groepsdynamica.
In deze presentatie krijg je oa een inleiding in groepsdynamica, soorten groepen verschillende groepsrollen en 10 tips om de groepssfeer te verbeteren!
Veel plezier ermee!
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
Executive Presence: Defining Yourself As A Leadermctenzyk
Executive Presence can and is the game changer for leaders - whether you are starting your career or already advanced. Learn the 3 key components of executive presence and what you can do to strengthen each.
Leading With Authenticity, Vulnerability, Inclusivity, Trust, and ReflectionLisa D'Adamo-Weinstein
Presented at the Spring 2022 SUNY Empire State College Student Conference in Sartatoga Springs, NY - There are innumerable theories and strategies related to the topic of leadership that people can become overwhelmed by trying to find the right “fit.”. Drawing on the works of Brene Brown, Angie Morgan, Courtney Lynch, John Maxwell, Simon Sinek, Angela Duckworth, Susan Cain, Kim Scott, and others, this workshop will focus on a presentation of leadership and the ideas of authenticity, vulnerability, inclusivity, trust, and reflection. Participants will be asked to reflect upon their own leadership in formal and informal contexts as well and create a leadership and life mission statement for themselves.
How to increase employee engagement and boost profits.
We answer questions like:
Why consider strengths-based development?
How it increases employee engagement?
What is expected of you as leader?
How to implement it in your organization.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Een tijdje geleden gaf ik een workshop over groepsdynamica.
In deze presentatie krijg je oa een inleiding in groepsdynamica, soorten groepen verschillende groepsrollen en 10 tips om de groepssfeer te verbeteren!
Veel plezier ermee!
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Presentations for the Virginia Agriculture Leaders Obtaining Results (VALOR) program. Highlights perceptions of leadership, principles of strengths-based leadership, and framework for courageous followership.
Executive Presence: Defining Yourself As A Leadermctenzyk
Executive Presence can and is the game changer for leaders - whether you are starting your career or already advanced. Learn the 3 key components of executive presence and what you can do to strengthen each.
Leading With Authenticity, Vulnerability, Inclusivity, Trust, and ReflectionLisa D'Adamo-Weinstein
Presented at the Spring 2022 SUNY Empire State College Student Conference in Sartatoga Springs, NY - There are innumerable theories and strategies related to the topic of leadership that people can become overwhelmed by trying to find the right “fit.”. Drawing on the works of Brene Brown, Angie Morgan, Courtney Lynch, John Maxwell, Simon Sinek, Angela Duckworth, Susan Cain, Kim Scott, and others, this workshop will focus on a presentation of leadership and the ideas of authenticity, vulnerability, inclusivity, trust, and reflection. Participants will be asked to reflect upon their own leadership in formal and informal contexts as well and create a leadership and life mission statement for themselves.
How to increase employee engagement and boost profits.
We answer questions like:
Why consider strengths-based development?
How it increases employee engagement?
What is expected of you as leader?
How to implement it in your organization.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Jackie Lynton's presentation 'Disruption an agent of constructive change' at Health Education East Midlands - Quality Improvement Forum in Nottingham on 10 June 2015
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
This is a summary from John Kotter\'s book. I love this book so much that I make this ppt.
I got the book from my CEO, first intention is to have my CEO reading kotter\'s idea without dedicating so much time to read. You know, he\'s a busy man
17 FROM 17: THE BEST BUSINESS BOOKS OF 2017Kevin Duncan
This year's highlights of the popular blog greatesthitsblog.com.
Author and business advisor Kevin Duncan reads business books extensively and summarises them so you don't have to.
Good to great strategic business planningRandall Chase
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning. Melissa Valadez-Cummings joined the City of Cedar Hill staff in 2003 and serves as Assistant City Manager. In her role, Valadez-Cummings has oversight responsibilities for numerous Citywide Sustainability initiatives, the City’s combined $86 million budget development process and the Departments of Utility Services, Tri-City Animal Shelter, Cedar Hill Public Library, Parks & Recreation, Planning & Zoning, Code Enforcement, and Neighborhood Services. Valadez-Cummings earned a bachelor’s degree in political science from Kansas State University in Manhattan, KS and holds a master’s degree in Public Administration from the University of Kansas. Melissa is an active member of the International City Management Association (ICMA), the Texas City Management Association (TCMA) and serves as the 2018 Vice President of North Texas City Management Association (NTCMA). She is a 2007 graduate of the Senior Executive Institute (SEI) of the Weldon Cooper Center for Public Service at the University of Virginia and a 2008 graduate of the Leadership ICMA program. Along with ACM responsibilities, Melissa currently leads the City of Cedar Hill’s various Growing Green Sustainability
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning.
Leading From The Inside Out (Linked In)jeromefeldman
Looking beyond the "what" and "how" of organizational change and leadership to the "who" and the character and quality of relationships in the organization
Similar to Overcoming Your Immunity To Change (20)
Coaching is one of the biggest drivers of performance improvement. This workshop will help everyone, in particular Team Leaders, Technical Leads and Managers understand and practice the basics of coaching which will enable you to to be a more effective leader and coach.
In this workshop we will explore two parts of coaching. The first part consists of supportive behaviours and the second part the coaching-specific skills. We will then have the opportunity to practice coaching skills in pairs.
Self-awareness is about learning to observe yourself not only through your own eyes but through others people’s eyes too. When you are self-aware, you know your strengths and weaknesses and how to manage them in the workplace.
The talk introduces a model for developing self-awareness using the Johari Window that will help you better understand your relationship with others and yourself. I shared how you can design a feedback session to build greater self-awareness, lift your performance and unlock the key to personal growth.
Working in an agile environment where individuals and interactions is important, greater understanding of yourself and how you interact with others will lead to greater team and organisational success.
Agile innovation and Thinking Like a StartupChris Chan
Many enterprises are struggling to innovate whilst smaller startups are disrupting the market. Existing organisational business models work well in a known and predictable environment. However, these approaches fail when applied to an uncertain and changing environment.
In this session I will discuss the different approaches and how an organisation can balance a portfolio that both can exploit existing opportunities while enable the exploration of new opportunities.
I will draw on my experience working with some innovation teams in an enterprise and how we are re-focusing agile back to its roots and thinking like a startup to evolve the way we work.
Participants will also gain an understanding how Design Thinking/Human Centred Design, Lean Startup, Agile and Business Model Innovation can blended together to transform the way you work to enable innovation within larger enterprises.
Lightning Talk on an introduction to the Pirate Metrics based on Dave McClure's startup metrics - AARRR (Aquisition, Activation, Retention, Revenue, Referral) related to customer development and innovation. First presented at LAST Conference 2016
“The hardest part of building any software system is determining precisely what to build.” – Fredrick Brooks.
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. Scrum starts with a product backlog, but how do you know that the development of the product supports the growth of your company?
Getting off on the right foot when starting an agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
Agile Start Me Up - Using the Minimum Viable Discovery (MVD)Chris Chan
"The hardest part of building any software system is determining precisely what to build." - Fredrick Brooks
Discovering exactly what customers, stakeholders, and sponsors want to create is often the most difficult part of product development. Getting everyone aligned can be fraught with misunderstanding and misinterpretation. We often start with a backlog, but how do you know that the development of the product supports the growth of your company.
Getting off on the right foot when starting an Agile initiative can set you up for success. This presentation will outline a basic flow of light touch Discovery workshops as a way to start your agile product development engine.
Evoking excellence through agile coachingChris Chan
The Agile Coach is an important role in helping individuals, teams and leaders understand, adopt and improve Agile ways of working in their specific context. Agile Coaches can help people grow, develop, and learn new ways of working and thinking. In this presentation we will explore the role of the Agile Coach, the competency framework and the benefits of coaching.
The presentation will be provided by Chris Chan, a current Agile Coaches with real-world experience, who is committed to uncovering better ways of working by doing it and helping others do it.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Change is hard and inhibits agile and organizational transformation
from progressing.
We often use technical solutions (e.g. restructure and practices) to
address an adaptive challenge.
In today’s VUCA* world we need to change our form of mind and
develop our mental complexity to be successful in this environment.
You will create your own personal map or diagnostic of the ‘immunity
to change’ as it relates to your personal improvement goal so you
unlock new behaviors and grow your mental complexity.
* VUCA: (Volatile, Uncertain, Complex, Ambiguous)
@ChrisChanAU
The narrative for today’s workshop……
3. @ChrisChanAU
SHIFTING ORGANIZATIONAL CULTURE – ITS GETTING WORSE!
Source: Version One 3rd Annual State of Agile Report, 2008
Version One 12th Annual State of Agile Report, 2018
2008
2018
45%
44%
32%
4. @ChrisChanAU
WHY DO TRANSFORMATION EFFORTS FAIL
1. Not Establishing a Great Enough Sense of Urgency
2. Not Creating a Powerful Enough Guiding Coalition
3. Lacking a Vision
4. Under communicating the Vision by a Factor of Ten
5. Not Removing Obstacles to the New Vision
6. Not Systematically Planning for, and Creating, Short-Term Wins
7. Declaring Victory Too Soon
Leading Change: Why Transformation Efforts Fail, John Kotter, HBR 2007
@ChrisChanAU
11. You can legislate all kind of behaviours
but you can’t legislate what or how
someone must believe.
It is our beliefs, some of which are
made possible by our form of mind, are
the roots from which all actions grow.
- Changing On The Job, Jennifer Garvey Berger
@ChrisChanAU
12. @ChrisChanAU
WE NEED A SHIFT IN MENTAL COMPLEXITY
As the world grows more complex, those in organizations want their
workforce to be able to handle complexity and ambiguity.
Coping well with such issues is not simply a skill anyone can acquire,
however, but a way of living in the world.
These ways of living in the world are not inborn, but rather are
developed over time as we increase our capacity to take
perspectives, view authority in new ways, and see shades of
grey where we once saw only black and white.
Changing on the Job, Jennifer Garvey Berger
@ChrisChanAU
13. @ChrisChanAU
ADAPTIVE CHALLENGE VS TECHNICAL PROBLEM
TECHNICAL ADAPTIVE
Easy to identify, clear, known repeated problem Difficult to identify, requires learning, unknown
situations
Lend themselves to quick and easy solutions Require changes in beliefs, hearts & mind,
relationships & approaches to work
Solved by authority or expert People with the challenge do the work of solving
it (not experts)
Require change in just one or a few places;
often contained within organizational boundaries
Require change in numerous places; usually
across organizational boundaries
Solutions can be implemented quickly often by
edict
Solutions require experiements and new
discoveries; cannot be implemented by edict
People are generally receptive to technical
solutions
People often resist even acknowledging adaptive
challenges
Adapted from Heifetz & Linsky
“The single biggest failure of leadership is to
treat adaptive challenges like technical problems”
20. @ChrisChanAU
TRANSFORMATIONAL LEARNING
Learning and growing are not the same!
LEARNINGis acquiring new skill or
knowledge that you add to your current
form of your mind.
Filing the bucket.
GROWINGis changing the very form of
your mind and your understanding
changes. We often call this
transformation.
Changing the form or growing the bucket.
24. @ChrisChanAU
SOCIALIZED MIND
• External sources shape their meaning-making. Shaped
by the definitions and expectations of our personal
environment.
• They internalize the ideas or emotions of others who
represent their meaning system and are guided by the
ideologies, institutions, or people that are most
important to them.
• They understand things from different points of view,
however, there is still an emphasis on their perception
being the right way of doing something. There is a focus
on following rules, traditions, and norms.
25. @ChrisChanAU
SELF-AUTHORING MIND
• Their own internal thoughts shape their meaning-
making.
• They author their own identity instead of being written
upon by society.
• They can reflect on their own actions and modify future
behavior to achieve desired results.
• The person is defined by abstract systems, theories or
ideologies.
• These are the people we read about in the literature
who “own” their work, who have articulated their
personal theories, who are self-guided, self-motivated,
self-evaluative, self-correcting.
26. @ChrisChanAU
SELF-TRANSFORMING MIND
• Can step back from and reflect on the limits of their own
ideology or personal authority.
• Can see that any one system or self-organization is in
some way partial or incomplete.
• Are less likely to see the world in terms of dichotomies
or polarities. They are more likely to understand and
deal well with paradox and with managing the tension of
opposites.
• They are also more likely to believe that what we often
think of as black and white are just various shades of
gray whose differences are made more visible by the
lighter or darker colors around them.
27. The success of
an intervention
depends on the
interior
condition of
the intervener
Bill O’Brien
CEO Hanover Insurance
@ChrisChanAU
28. @ChrisChanAU
WHY IS MENTAL COMPLEXITY IMPORTANT?
Each level represents a quite different way of knowing
the world.
Mental complexity strongly influences the perception,
direction and purpose of information sending and
receiving.
These meaning systems make sense of the world, and
operate within it, in profoundly different ways.
The match between capacity for self-complexity
and environment is a key factor for a person's
ability to be successful.
Stages of Cultural Evolution
AGILE
29. The significant
problems we face
today cannot be
solved at the same
level of thinking we
were at when we
created them.
Albert Einstein
@ChrisChanAU
31. @ChrisChanAU
YOUR LIMBIC SYSTEM WHEN UNDER THREAT
Prefrontal cortex
• Problem solving
• Decision making
• Creativity
• Insight
• Reason
• Moral decisions
• Impulse control
Limbic system
• Emotions
• “Am I Safe?”
• Threat or reward response
• Instinct, reactive, impulsive
Prefrontal cortex is easily distracted by the limbic system – threat or
reward part of the brain – once it kicks in we find it hard to be creative,
etc. That’s why we can revert to old habits when we’re under stress.
32. @ChrisChanAU
X-RAY: THE IMMUNITY TO CHANGE MAP
Provides a window into our hidden
commitments that hold us captive.
The X-ray makes visible crucial missing piece
in the puzzle why change is so difficult.
“Something you
have, rather
than something
that has you.”
- Robert Kegan
@ChrisChanAU
33. @ChrisChanAU MAKE THE INVISIBLE VISIBLE
OBJECT
Visible
What you can see
Something you have, can
reflect on, take control of or
operate upcon
SUBJECT
Invisible
Lens we use to view the world
Something that has you
@ChrisChanAU
34. @ChrisChanAU
FIVE STEP PLAN TO OVERCOMING YOUR IMMUNITY TO CHANGE
1. Identify your goal
2. What do you do that keeps
you from achieving your
goal?
3. What are your hidden
commitments that keep you
from achieving your goal?
4. Identify underlying
assumptions
5. Test your assumptions
35. @ChrisChanAU
COLUMN 1: IMPROVEMENT GOAL
Guidelines:
• Achieving this ONE BIG GOAL will
not only make a big difference to you
but also to your organization.
• It’s true for you
• It implicates you (you are on the
hook)
Your top priority improvement goalWrite in Column 1
STEP
• There’s room for improvement
• It’s stated in the affirmative
• It’s important to you
• Has a sense of urgency
• This is a goal that you are sincerely and
deeply committed to reaching.
36. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To be more comfortable in
having difficult or
uncomfortable
conversations.
This is important to me so
I can be in service of
others so I can provide
feedback, call out
unproductive behaviours,
challenge people’s
thinking, and help them
grow their level of
consciousness.
This is also important so
that the organization can
transform and live the
value of being a great
place to grow.
@ChrisChanAU
37. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To bring people on the
journey, not to give the
answers, and to be
comfortable when actions
differ from what I think is
the pathway.
Why?
It’s important to me to be
able to help others grow,
drive culture change and it
will enable me to be a
more effective leader
@ChrisChanAU
38. @ChrisChanAU
COLUMN 2: DOING/NOT DOING
Guidelines:
• Name the behaviours, not just dispositions (not “I’m uncomfortable with conflict”,
but what you DO or DON’T DO as a result)
• It’s clear how these behaviours that get in the way or work against Column 1
commitment
• Don’t worry about why or write what you do (or should do) to accomplish your goal
What you are doing, or not doing, that
works against your Column 1 goalWrite in Column 2
STEP
39. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To be more comfortable in
having difficult or
uncomfortable
conversations.
This is important to me so
I can be in service of
others so I can provide
feedback, call out
unproductive behaviours,
challenge people’s
thinking, and help them
grow their level of
consciousness.
This is also important so
that the organization can
transform and live the
value of being a great
place to grow.
• I hesitate/wait.
• I over analyse/mull over
• I don’t ask for support
in situ
• I discuss with a trusted
colleague what I “should
have” done.
• I look for others to lead.
• I do nothing (as time
has passed)
@ChrisChanAU
40. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To bring people on the
journey, not to give the
answers, and to be
comfortable when actions
differ from what I think is
the pathway.
Why?
It’s important to me to be
able to help others grow,
drive culture change and it
will enable me to be a
more effective leader
• Finishing others
sentences
• Asking leading questions
• Leading to get an
answer when it may be
better to end coaching
at that point
• Moving too quickly
• Not waiting for the full
answer
• Making people feel like
there is a ‘right’ answer
by not listening to what
they are saying or not
saying
@ChrisChanAU
41. @ChrisChanAU
COLUMN 3: WORRY BOX
Guidelines:
• Shift from rational thought into feelings.
• Imagine doing the opposite of the behaviours in Column 2:
• Really picture yourself in that situation…..what do you feel/think?
• What concerns, doubts, distress, anxieties – even fears – do you experience?
• What is the most uncomfortable or scary feeling that comes up?
Why you are stopping yourself from
achieving what you would like to
achieve
Write in Column 3
Worry Box
STEP
42. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To be more comfortable in
having difficult or
uncomfortable
conversations.
This is important to me so
I can be in service of
others so I can provide
feedback, call out
unproductive behaviours,
challenge people’s
thinking, and help them
grow their level of
consciousness.
This is also important so
that the organization can
transform and live the
value of being a great
place to grow.
• I hesitate/wait.
• I over analyse/mull over
• I don’t ask for support
in situ
• I discuss with a trusted
colleague what I “should
have” done.
• I look for others to lead.
• I do nothing (as time
has passed)
Worry box:
• I am not liked
• I’ll look/sound like a
trouble maker
• People will
ignore/distance
themselves from me.
• I will come across as
judgemental
• People will talk
negatively of me
• People will go behind
my back
@ChrisChanAU
43. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To bring people on the
journey, not to give the
answers, and to be
comfortable when actions
differ from what I think is
the pathway.
Why?
It’s important to me to be
able to help others grow,
drive culture change and it
will enable me to be a
more effective leader
• Finishing others
sentences
• Asking leading questions
• Leading to get an
answer when it may be
better to end coaching
at that point
• Moving too quickly
• Not waiting for the full
answer
• Making people feel like
there is a ‘right’ answer
by not listening to what
they are saying or not
saying
Worry box:
• I might not be able to
help or be seen as
helping
• No action will happen
• We will fail as a team
• I will waste time (take
too long)
• I wont get to the truth
@ChrisChanAU
44. @ChrisChanAU
COLUMN 3: HIDDEN COMPETING COMMITMENTS
Guidelines:
• Follows from your fear.
• Name the actual fears towards your improvement goal.
• Shows why Column 2 behaviors make good sense.
• You see your immune system & it feels powerful.
• Commitment to self-protection is not noble. E.g. NOT something you are proud of
What commitment you have to prevent
this fear or loss from happening
Write in Column 3
Underneath
Worry Box
STEP
45. @ChrisChanAU
COLUMN 3: HIDDEN COMPETING COMMITMENTS
Examples:
“I worry I’ll look
incompetent”
becomes
“I’m committed to
covering over my
weaknesses and
vulnerabilities”
“I worry I’ll let the
person down”
becomes
“I am committed to
taking everything on
and never
disappointing anyone”
STEP
46. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To be more comfortable in
having difficult or
uncomfortable
conversations.
This is important to me so
I can be in service of
others so I can provide
feedback, call out
unproductive behaviours,
challenge people’s
thinking, and help them
grow their level of
consciousness.
This is also important so
that the organization can
transform and live the
value of being a great
place to grow.
• I hesitate/wait.
• I over analyse/mull over
• I don’t ask for support
in situ
• I discuss with a trusted
colleague what I “should
have” done.
• I look for others to lead.
• I do nothing (as time
has passed)
What I am committed to
is…
• Avoiding confrontation &
conflict
• Not risk being good
enough and helpful
• Not rocking the boat
• Not risk being disliked
• Wanting to be liked
ahead of being
transformational
Worry box:
• I am not liked
• I’ll look/sound like a
trouble maker
• People will
ignore/distance
themselves from me.
• I will come across as
judgemental
• People will talk
negatively of me
• People will go behind
my back
@ChrisChanAU
47. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To bring people on the
journey, not to give the
answers, and to be
comfortable when actions
differ from what I think is
the pathway.
Why?
It’s important to me to be
able to help others grow,
drive culture change and it
will enable me to be a
more effective leader
• Finishing others
sentences
• Asking leading questions
• Leading to get an
answer when it may be
better to end coaching
at that point
• Moving too quickly
• Not waiting for the full
answer
• Making people feel like
there is a ‘right’ answer
by not listening to what
they are saying or not
saying
What I am committed to
is…
• Being right
• Having my voice heard
• Contributing to create
value
• Being the one with the
idea
• Getting in first
• Proving my worth
• Intent is that I’m not
afraid to speak up
Worry box:
• I might not be able to
help or be seen as
helping
• No action will happen
• We will fail as a team
• I will waste time (take
too long)
• I wont get to the truth
@ChrisChanAU
48. @ChrisChanAU
THIS REVEALS YOUR HIDDEN COMPETING COMMITMENTS!
Immunity to change appears as resistance
to a different way of doing and being. This
brings about counter-commitments that
are driven by the desire to maintain the
status quo. The counter-commitment is
generally backed by an assumption.
The competing commitment gets in the
way of the original commitment, but the
person is unaware of the competing
commitment.
Our competing
commitment
has a positive
intention which
is ultimately to
protect us. Its
our immunity in
action!
@ChrisChanAU
49. one foot
on the GAS
and one foot on the BRAKE!
@ChrisChanAU
Column 1
Column 2
50. @ChrisChanAU
COLUMN 4: THE BIG ASSUMPTION
Guidelines:
• Makes Column 3 absolutely necessary. What anchors you to your hidden commitments?
• What dangers will you foresee if you let go of your competing commitments?
• Has a big-time bad conclusion for you
• Ask what negative impacts to your SCARF (Status, Certainty, Autonomy, Relationships,
Fairness)?
• Note: these tend to typically be invisible to you (subject not object)
What assumptions must I be making that
would keep me captive of (or give rise
to) my Column 3 commitment
Write in Column 4
STEP
51. @ChrisChanAU
COLUMN 4: THE BIG ASSUMPTION
• If [the opposite of Column 3 commitment] Then [Big Time Bad
thing would happen]
• I assume that
• I assume that if , then
• I assume that if I don’t , then
STEP
52. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To be more comfortable in
having difficult or
uncomfortable
conversations.
This is important to me so
I can be in service of
others so I can provide
feedback, call out
unproductive behaviours,
challenge people’s
thinking, and help them
grow their level of
consciousness.
This is also important so
that the organization can
transform and live the
value of being a great
place to grow.
• I hesitate/wait.
• I over analyse/mull over
• I don’t ask for support
in situ
• I discuss with a trusted
colleague what I “should
have” done.
• I look for others to lead.
• I do nothing (as time
has passed)
What I am committed to
is…
• Avoiding confrontation &
conflict
• Not risk being good
enough and helpful
• Not rocking the boat
• Not risk being disliked
• Wanting to be liked
ahead of being
transformational
I assume that if I am not
liked people will not find
me valuable and I will not
have a seat at the table
(be left out) or have input
(lonely child syndrome).
I assume that if I am seen
as confrontational I will
get hurt (blame).
I assume that if I make a
big mistake I will not be
able to recover from it.
Worry box:
• I am not liked
• I’ll look/sound like a
trouble maker
• People will
ignore/distance
themselves from me.
• I will come across as
judgemental
• People will talk
negatively of me
• People will go behind
my back
@ChrisChanAU
53. 1. Commitment
(Improvement Goal)
2. Doing/Not Doing
(vs #1)
3. Hidden
Competing
Commitments
4. Big Assumptions
To bring people on the
journey, not to give the
answers, and to be
comfortable when actions
differ from what I think is
the pathway.
Why?
It’s important to me to be
able to help others grow,
drive culture change and it
will enable me to be a
more effective leader
• Finishing others
sentences
• Asking leading questions
• Leading to get an
answer when it may be
better to end coaching
at that point
• Moving too quickly
• Not waiting for the full
answer
• Making people feel like
there is a ‘right’ answer
by not listening to what
they are saying or not
saying
What I am committed to
is…
• Being right
• Having my voice heard
• Contributing to create
value
• Being the one with the
idea
• Getting in first
• Proving my worth
• Intent is that I’m not
afraid to speak up
I assume I will let people
down if I don’t
demonstrate my
knowledge, or won’t live
up to expectations.
I assume I have a desire
to be the advisor/SME/ to
be respected
I assume I have to sustain
the pedestal, pressure to
perform
Worry box:
• I might not be able to
help or be seen as
helping
• No action will happen
• We will fail as a team
• I will waste time (take
too long)
• I wont get to the truth
@ChrisChanAU
54. @ChrisChanAU
BIG ASSUMPTIONS ARE THE ROOT OF YOUR BEHAVIOURS
• Big assumptions are the core
beliefs and internalized truths we
hold about how the world works,
how we work, and how people
respond to us.
• When we treat an assumption
as if it were the absolute truth,
we allow it to rule our actions
and shape everything we see.
• We don’t consider or explore
possibilities.
55.
56. @ChrisChanAU
TEST THE BIG ASSUMPTIONS
A good test conforms to SMART criteria:
S Safe
M Modest
A Actionable in the near term
R Take a research stance (not a self-improvement stance)
T Test of your big assumption to collect data
STEP
The purpose of each test you run is to see what happens when
you intentionally alter your usual conduct and then reflect
upon the meaning of the results for your big assumption.
57. @ChrisChanAU
OVERCOMING YOUR IMMUNITY TO CHANGE
Chose one Big Assumption you want to explore:
Step 1: Observe the big assumption in action
Step 2: Write the biography of your big assumption
Step 3: Design a first test of your big assumption
Step 4: Examine the results of your first test
Step 5: Develop / run / evaluate further tests
Step 6: Consolidate your learning
UNCONSCIOUSLY
“IMMUNE”
CONSCIOUSLY
“IMMUNE”
CONSCIOUSLY
“RELEASED”
UNCONSCIOUSLY
“RELEASED”
Immunity to Change, Kegan & Lahey