In March, my PSYC class was presented with a challenge - to identify a personal improvement goal and to address this issue using an Immunity to Change map. My lengthy list of personal struggles was quickly narrowed down to one item with focused reflection. My improvement goal was to engage in productive thoughts and behaviors that would provide better time management practices. I was initially looking to improve my behaviors at home so that it would translate into success in all areas of my life including my career. With thoughtful observation and consideration, the Immunity to Change (ITC) map provided a developmentally raw process that continues to help me focus on my improvement goal today. Although I am still working on this goal, this process created more opportunities to make significant development changes above and beyond my initial intentions. The Immunity to Change Map is an examination of our current actions, thoughts or behaviors that prevent us from developing into a better version of ourselves. This process is not a simple exercise in divulging our behavioral aspirations. The ITC map is an in-depth methodology that highlights several aspects of understanding the issues behind an individual’s lack of success in reaching developmental goals. Once the improvement goal has been established, it is important to identify the counterproductive behaviors that work against the goal. The next step is an acknowledgement of the related personal stresses or issues, called a “worry box.” The worry box are the related fears that keep us from moving forward. Defining the “hidden competing commitments” is next in the process. Kegan and Laskow Lahey (2009) explain hidden competing commitments as items that that aid in our self p... ... middle of paper ... ... my own definitions on what that means. It is very difficult to reconcile living differently than what is taught to so many people for so many years. This serves as evidence of a developing Self Authoring Mind Order. Regardless of the success or failure of the initial improvement goals, engaging in ITC and CDT is an extraordinary learning experience that surely provides layers of development that reaches beyond our expectations. It has been an amazing journey. References Garvey Berger, Jennifer. (1999). Key Concepts for Understanding the Work of Robert Kegan. Kegan, Robert. (1994). In Over Our Heads: The mental demands of modern life. Cambridge, MA: Harvard University Press. Kegan, R. & L. Laskow Lahey. (2009). Immunity to Change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Press.
“There is no elevator to success, you have to take the stairs,” was said by motivational speaker and American author Zig Ziglar. This relates to Carol S. Dweck’s article “Brainology” and Sherman Alexie’s essay “Superman and Me.” Ziglar, Dweck, and Alexie all feel that it isn’t easy for someone to become successful. It takes hard work, perseverance, and the want to learn and grow. In Dweck’s article, she stated that someone with a growth mindset would become more successful and knowledgeable than someone with a fixed mindset, which was demonstrated by Alexie in his essay, and by a personal experience of my own.
Prochaska and DiClemente (1982) identified five distinct and time-related stages of change in the following order: Precontemplation, Contenplation, Preparation, Action, and Maintenance. Using the Change Agenda Worksheet (see Appendix A), I recognized myself as belonging in the Contemplation stage of change. In this stage, people become aware of the need to change a target behaviour, but they have not yet developed a plan of action (Prochaska, 1996). This applied to me, as I was well aware that I needed to address my anxiety but lacked a concrete
Nevid, J.S. & Rathus, S. A. (2013). Psychology and the Challenges of Life: Adjustments and Growth. (12 ed.) Hoboken, NJ: Wiley & Sons Inc.
Below each level is identified, along with tools and techniques to help one achieve their goals of mind shifting. The author himself has provided specific examples of his skills and experience as a change agent and innovator.
The second group, a national forest fire-starter service explored how to reduce fatalities. The third group, a school district, explored how they could improve in holding high expectations of their students who were English Language Learners. These three scenarios illustrate how the immunity-to-change practices can begin to build upon, and go beyond, the focus of individual improvement. The chapter goes on to share the efforts of two other companies: a professional service firm and a medical school. However, the major factor in bringing about success in immunity-to-change as it relates to groups is that the individual members in the group must first seek to diagnosis as well as eliminate their individual immunities to change.
Immunity to Change is one of CDT ‘s (Constructivism Developmental Theory) most powerful tools and it can be used by anyone, regardless of their interests, be them personal or professional. It helps in uncovering the hidden commitments and motivations that stop us from achieving our goals. It brings to light our Big Assumptions and enables us to hold them as Object rather than just be ran by them. Using the ITC map reveals to us not only what has been holding us back but also gives us a chance to come up with clear, objective goals and actions that can lead to a developmental, adaptive change rather than a technical one.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Globalisation allows individuals, groups, corporations, and countries to reach around the world farther, faster, more deeply, and more cheaply than ever before. Most large local companies regard globalisation as opportunity, thereby exploring overseas markets for maximum market share and optimum business strategies. However, managers would face a series of challenges caused by leadership models, cultural backgrounds, political and economic risks, HR management, etc. To study multinational management skills is very useful for my future career. In this essay, I will set goals for this subject, identify the skills I have honed and need to improve, and explain my strategies for achieving goals.
Deci E.L. & Flaste, R. (1995). Why we do what we do. New York: Penguin Books.
Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
Instead of accepting that I am a certain way, I know I can choose a different approach. Instead of focusing on negative emotions, I know I can control my emotions. Reactive language becomes a self fulfilling prophecy, while proactive language creates the reality I want to see. By being proactive, and subordinating feelings to values, I can bring anything I desire into my life. I am ready to become more aware of where I focus my time and energy. I do this by determining what I have real control over and focusing my energy there. By focusing on what I can control and letting go of what I cannot, I am maximizing my productivity. The things I am concerned about but cannot control can only take my focus off the things I can change for the better. I am determined to grow my circle of influence and shrink my circle of control. I can solve problems that I can directly control by working on my habits. I can solve problems I indirectly control by changing my methods of influence and how I react. Problems I cannot control can be helped by taking the responsibility to work through them with cheer and