The term "immunity to change" came to prominence in the book: "Immunity to Change. How To Overcome It and Unlock the Potential in Yourself and Your Organization", by Harvard
Graduate School of Education professors Robert Kegan and Lisa Laskow Lahey , in which they address the issue of why personal change is often so difficult.
proposition is that your failure to achieve a personal change goal isn't a lack of willpower, it is the result of an "emotional
immune system" that helps protect you from the negative impacts of
personal change such as disappointment and shame. In summary:
Your failure to achieve a personal change goal isn’t the result of a lack of will-power, it’s your "emotional immune system" trying to protect you.
Immunity to change can be defined as a "hidden commitment", with an underlying root cause, that competes and conflicts with a stated commitment to change.
It these hidden commitments that cause people to not change and to fail to realise their best intentions.
Put simply, it is these hidden commitments that cause us to not keep New Year resolutions, to fail with diets, to not stop smoking etc.
Kegan and Lahey refer to a "knowing doing gap", or as Kegan puts it:
"...how to close the gap between our intentions, things we actually want to carry out, and what we are actually able to do".
A dramatic and poignant illustration of the "knowing doing" gap can be seen in research in the US healthcare sector. As Kegan explains:
"If you look at people who are prescribed maintenance medications, people who should take, for example, a statin drug for the rest of their lives to control blood pressure or high cholesterol and stay alive, you would assume 100pc of these people would do so, wouldn’t you?
It turns out that research carried out here in Massachusetts shows that anywhere from between a third to a half of all Americans on maintenance medications, who understand why they’re on them, don’t take them after a year."
"They’re usually around things like 'the incentives weren’t high enough'. Someone tells you you're going to die if you don’t make this change; that’s a pretty high incentive, right?"
The process is very simple - and very powerful for its simplicity - and is based around a four-column exercise.
Here are the 4 columns: Immunity Map Worksheet
(1) Set A Goal You Want To Achieve
Identify the areas in your life where you want to make a positive change.
Underneath, list the actions that will help you achieve your goal.
(2) List & Review Your Obstructive Behaviours
Make a list of what you are doing and [more importantly] what you are not doing to support that commitment.
Identify and review your actions and behaviours that are stalling your efforts.
(3) Confront Your Competing Commitment
Review the behaviours you listed in column two and ask yourself:
"How would I feel if I did the opposite?".
Examine the fears you face in pursuing your goal for personal change by outlining key concerns in the box at the top of column three.
Then list what you fear will be compromised.
These things are your competing
commitments and the real reason for your failure to achieve your goals.
Resource: As your review these behaviours - check your body's reaction to your mind - this will always give a truthful reflection of what you truly feel.
(4) Challenge Your Big Assumptions
At the root of every competing commitment is a powerful assumption.
This assumption contains and expresses an unconscious belief that your hold.
It is this belief that you need to overcome in order to achieve your goal for personal change and make it a lasting change.
A good way of uncovering what lies behind these beliefs [the emotional logic] is to state and write down a “if ____, then ____”
statement for each
Changing core negative beliefs
Adaptive rather than technical challenges
The inherent assumption in most training and work-related attempts at encouraging personal change is that it is skills based, in other words people can be taught to change.
They can be taught, but generally they won't change. They can't change and according to Kegan this is because of their inbuilt and invisible immunity to change. (I prefer to refer to this as resistance.)
There are many developmental models that attempt to map and model the stages of complexity associated with mental development.
It has been assumed that adults don't change - can't change - beyond early adult-hood, that a level of development is reached and remains static.
Kegan & Lahey challenge this and assert that based on their research, adults are capable of continuing development throughout their lives. They identify three qualitatively different dimensions of mental complexity what they call —the socialised mind, the self-authoring mind, and self-transforming mind, each of which interpret the world in different ways.
To explore this model further and more fully understand the theoretical background, please see the following resources:
A Personal View
I am well aware that there are many models associated with personal change, and specifically models such as CBT, ACT, CFT, DBT, Schema Therapy etc that are particularly effective when applied by clinical psychologists and other specialist in a therapeutic setting.
I also realise that the immunity to change model may not represent the most current leading edge thinking on this subject, but in my view, as a layperson concerned with practical tools and resources that can be understood and applied in a non-therapeutic context, this is a simple powerful tool for understanding and resolving why we so often find is so hard to achieve our goals for personal change.
Further Resources Related To Organisational Change
Return To: Managing Personal Change