Remember your New Year’s resolutions? How’s that going?
If yours are barely hanging on, you’re not alone — less than 10% of us keep them alive.
Harvard’s Kegan and Lahey’s groundbreaking book “Immunity to Change”, shows us why.
In a nutshell – we have ‘hidden commitments’ (subconscious promises) to ourselves, that conflict with our best intentions to change.
These deeply influence our actions.
Kegan and Lahey’s work shows how we unknowingly shield ourselves from change with our hidden commitments and fears, despite our efforts to evolve.
Without realizing this, long lasting change is almost impossible.
Take delegation, for example.
On the surface, it seems straightforward: you’re swamped with work and need to offload some tasks to your team.
However, despite your best intentions, you find yourself hesitating to delegate.
The Immunity to Change framework might reveal a hidden commitment to always being the one who solves problems.
Perhaps it’s driven by an underlying assumption that if you’re not the one fixing things, your value as a leader diminishes.
Another common workplace scenario is receiving feedback.
You know it’s essential for growth, yet each time feedback is offered, you defensively justify your actions or dismiss the suggestions.
This resistance could come from a conflicting hidden commitment to maintaining your self-image as competent and perfect.
Strengthened by the assumption that any criticism is a threat to your identity.
How to solve this? Visualize these internal dynamics, with an Immunity to Change-map.
It always consists of the same 4 columns:
1. 𝗪𝗵𝗮𝘁 𝘄𝗲 𝗮𝗶𝗺 𝘁𝗼 𝗱𝗼 (e.g., be a better listener),
2. 𝗪𝗵𝗮𝘁 𝘄𝗲 𝗲𝗻𝗱 𝘂𝗽 𝗱𝗼𝗶𝗻𝗴 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 (dismiss differing opinions),
3. 𝗢𝘂𝗿 𝗵𝗶𝗱𝗱𝗲𝗻 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁𝘀 (only valuing aligned views),
4. 𝗧𝗵𝗲 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 𝗳𝘂𝗲𝗹𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁𝘀 (believing I’m always right).
Our visible commitments (what we aim to do) and our hidden commitments conflict with each other.
By mapping this out, we can actually see why we are sabotaging our intentions to change.
Acknowledging these hidden commitments and the assumptions fueling them is the first step.
Next, challenge these beliefs. Do they really serve you? Or do you merely serve them?
Personally, I tried to become a better listener (1).
And at the same time, when listening I focused mostly on verifying if their story matched my beliefs (2), which blocks actual listening.
My hidden, subconscious, commitment to myself, was to only listen to opinions I agree with (3).
The hidden (and 𝘧𝘭𝘢𝘸𝘦𝘥) assumption: I know what’s right (4).
Mapping out your Immunity-to-Change map can lead to breakthroughs and transformational growth.
It works both for individuals, teams and organisations.
Ready to see what’s really holding you back? Message me to start mapping your route to real change.
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