NICK WRIGHT
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Immunity to change

15/6/2012

49 Comments

 
I took part in an ‘immunity to change’ coaching psychology workshop this week. Based on work by Kegan and others, we looked at how and why personal and organisational change can be so difficult to achieve and sustain. The notion of immunity is taken from the physiological system where the immune system serves to protect and preserve. The psychological parallel could be regarded as an anxiety management system, designed to protect us from feelings of insecurity and threat.

The psychological immune system provides relief from anxiety. It enables us to function in the world, to maintain a degree of psychological health. The problem is that we can become locked in defended patterns of belief and behaviour, often out of conscious awareness, that prevent us facing fresh challenges and growing in resilience by surfacing, confronting and working through our deepest fears. It’s as if we become subject to our beliefs and assumptions, rather than choosing them.

In the workshop, we worked through a 4-step process known as creating an X-ray or immunity map. Draw 4 columns on a sheet of paper. In the first column, write down the ‘one big thing’ about yourself that, if you could change and achieve it, would make a significant positive difference in your life and work. You may want to take feedback from others too. For example, what do key colleagues believe would make the biggest positive difference to your performance at work?

In the second column, write down what you do (or, conversely, don’t do) that works against you fulfilling that goal. In other words, how do you actually behave in practice that’s different to the ‘one big thing’ that you want to characterise your behaviour in the future? Try to be very specific. ‘I do X’ or ‘I avoid doing Y’ rather than describing feelings or states of mind. You may want to ask others for feedback too on what they observe you doing or not doing, e.g. in the workplace.

In the third column, start first by vividly imagining yourself behaving in real situations in the opposite way to how you described yourself behaving in the second column. Try focusing on those behaviours and situations that could feel most scary, threatening or dangerous. Allow yourself to really feel the feelings, to feel the deep discomfort, anxiety or pain that such behaviours and situations evoke for you. You may find this best to do with a coach who can provide appropriate support.

In the fourth column, reflect and write down the core beliefs and deep assumptions you are carrying that lead to the feelings you are experiencing. These are often assumptions drawn from childhood experiences, e.g. ‘I must do everything perfectly if I am to be loved and accepted by others.’ Such assumptions are often unspoken, subconscious beliefs that guide our thinking, feeling and behaviour. Again, it can be useful to work with a coach to help you tease out such beliefs.

This 4-step process is designed to surface underlying beliefs and assumptions that have such a powerful influence that they hold our current behaviours in place. They are the subconscious anchors that can hold us back from changing. By surfacing and ‘objectifying’ our beliefs, we have opportunity to weigh them up, examine and challenge their validity. How true are they? What evidence supports them? How well do they serve us? What alternatives could be more realistic and releasing?

We closed this activity by setting up four chairs in the room, each representing one stage of the process. The person acting as ‘client’ would sit in one seat at a time while the coach coached them through that stage of the process. On completing one stage, the client would move to the next seat. We also experimented with physicality too, inviting the client to act out their goal at the first stage and their feelings at the third stage. The impact was dynamic, vivid and visual.

According to the theory underpinning this approach, change efforts fail if they address profound issues at a surface, technical or behavioural level without attending to underlying psychological dynamics too. Deeply held beliefs and assumptions act like an elastic band, pulling the person back to where they started once the pressure to change is released. If the person or group is enabled to explore their personal and wider cultural beliefs, genuine transformation becomes possible.
49 Comments
Djoma De Guzman
15/6/2012 05:06:05 pm

Thanks for sharing this process map of Kegan's ITC. The BC OD Network hosted him last night for a plenary on ITC. He will do a wholeday workshop today in Vancouver BC. Would it be okay to do a pingback to your ITC blogpost when we come up with a local writeup on Kegan?

Reply
Nick Wright
15/6/2012 05:25:09 pm

Hi Djoma and thanks for the note. What interesting timing! I'm new to the ITC model and would love to hear your further reflections on it when you've had chance to do the write up. With best wishes. Nick

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John Gibson link
8/2/2021 02:46:20 pm

Hi Nick
This a very helpful summary of ITC thanks

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Nancy Zentis PhD
15/6/2012 06:16:08 pm

Thanks! Nick. I just bought the book. I appreciate the practical application.

Take care,

Nancy

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Nick Wright
15/6/2012 06:17:02 pm

Hi Nancy. I haven't read the book so would be very interested to hear any insights you glean from it. With best wishes. Nick

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Bev Bookless
16/6/2012 09:11:09 am

I was first introduced to Immunity of Change both process and theory whilst doing the coaching psychology diploma at PB Coaching. Initially I found it difficult to follow but subsequently have found Kegan and Lacey's book instrumental into putting the process into practice. I have used it successfully with a few coaching clients but the theory helped me to understand the change process and resistance to it. Acknowledging the reasons and the choices one then can make is very powerful. Linking this to Ronald Heifetz's work on Adaptive Leadership is of great interest to me.

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Nick Wright
16/6/2012 12:42:06 pm

Hi Bev and thanks for the comments. Interestingly, the workshop I took part in was being led by Geoff Pelham at PB Coaching. I haven't read Heifetz's work but could certainly relate to his notion of addressing issues that require a fundamental change of mindset differently to those that can be addressed by technical interventions alone. If you have any further insights on Adaptive Leadership and examples of how to apply it to practice, it would be great to hear more. With best wishes. Nick

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Bev Bookless
16/6/2012 03:46:30 pm

http://vimeo.com/13117695
This is a link to a video Dr Heifetz did on The differences between technical and adaptive leadership

Djoma de Guzman
16/6/2012 12:43:26 pm

Nick, right now we've got a video-reflection on the ITC by Donna Howes @ http://youtu.be/YvEsMp4n4-s . The one with Kegan himself will be ready in the next 10 days (as personal volunteer time permits).

I gave an 'elevator spiel' to a colleague this afternoon: "It's something about how someone want's to change and just could not get it done. . . Really I want to give up smoking . . . look I'm using artificial cigarette, chewing gum . . . I really want to change." Yet in that person's mind, just beneath the reach of the conscious brain, the person wonders what it is like to miss the smoking friends, to lose that macho image that turns on some of the opposite sex. Unless those deeply embedded assumptions are bravely confronted, the person remains immune to change." That was just enough info to get out the way and resume finishing a task nearing deadline.

It would be interesting to actually see how senior level managers will respond to an invitation to go through an experiential laboratory of the ITC process.

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Nick Wright
16/6/2012 12:50:23 pm

Hi Djoma. Thanks for the link to Donna's video - the process is essentially the same as the one we worked through at the workshop, with a change planning dimension added to it. I really like your elevator spiel - it captures well the kind of underlying issues that the ITC approach aims to surface and address.

I'm reminded of research and practice in fields addressing addictive patterns of behaviour. I'm curious - does Kegan address the wider social and cultural influences that tend to hold behavioural patterns in place, in spite of individual desires and attempts to change at a personal level? With best wishes. Nick

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Leni Wildflower PhD PCC
16/6/2012 12:52:26 pm

I took the training about 6 years ago, and have been using it with groups ever since. I will present it at the Association for Coaching conference, June 22, in Edinburgh. I am also trained in the coaching follow-up process. Dynamite stuff!
Leni Wildflower

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Nick Wright
16/6/2012 12:54:15 pm

Hi Leni and thanks for the note. I hope your conference presentation goes well next week. Would you be happy to share any examples of how you've used coaching to ensure a successful follow up process? With best wishes. Nick

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Leni Wildflower PhD PCC
16/6/2012 01:10:11 pm

Nick,
Absolutely! Perhaps we can arrange a time to meet or to talk on the phone...
Leni

Funmi Johnson link
16/6/2012 10:45:13 pm

Hi Nick,
I'm not familiar with this method that you have described, however, i listened to a wonderful presentation by Dr Catherine Sandler on the psychodynamic approach to executive coaching. She made it accessible- even to a layperson like myself. I bought her book and itvwas even more brilliant

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Nick Wright
16/6/2012 11:59:30 pm

Hi Funmi and thanks for the note. What is the title of the book you read? Would you be happy to share any hightlights from it? With best wishes. Nick

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michael patrick link
18/6/2012 04:17:12 am

Hi Nick. Do you suppose the same four questions/areas would apply to a working group resistance beyond individual analysis and application?

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Nick Wright
18/6/2012 10:16:47 am

Hi Michael and thanks for the note. I could certainly imagine applying the model to a group or team. I guess it would depend on the culture and climate of the group or team at the time, e.g. how prepared they would be to work though such deep issues together.

The advantage I could see as a group or team would be that it could help surface the social and cultural dimensions I mentioned in my note to Djoma above, especially with the support of an independent skilled coach or facilitator. With best wishes. Nick

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Nial O'Reilly
18/6/2012 06:36:12 pm

Hi Nick, I learned the process a couple of years ago and did a one day workshop with Prof. Kegan. There are some excellent worked examples in the book 'Immunity to Change' Kegan & Lahey 2009 Harvard Business Press. Well worth getting a copy if you want to develop your practice.

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Nick Wright
18/6/2012 06:38:38 pm

Hi Nial and thanks for the book recommendation. The workshop I attended was based on Kegan's 'Immunity to Change', although we experimented with the ideas and model rather than worked through the theoretical background. I'm tempted to get a copy to learn more. :) With best wishes. Nick

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Erik Engberg
19/6/2012 08:22:53 pm

This is a terrific post, Nick. It promotes a very introspective and mindful approach for individual and team self-discovery. Thanks for sharing.

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Nick Wright
19/6/2012 08:23:51 pm

Thanks for such encouraging feedback, Erik - much appreciated. With best wishes. Nick

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Oya Alici Gunay
19/6/2012 08:28:49 pm

Hi Nick, I am a graduate of Columbia University's Executive Coaching Program and learned this process (the 4 column exercise) over there. I think it is the best model that I have ever seen to understand the change and to overcome the resistance. I have been using it both at my coaching sessions and strategy consultancy works. Regarding the model, I would like to mention one important point here. Even though the examples in their book look like easy to be followed and applied, this study requires intime work and relationship. It is not about filling the boxes. So anybody who wants to apply this model to his/her work, should better keep in mind that it is the fear that we try to surface. Many thanks, Oya

Reply
Nick Wright
19/6/2012 08:33:29 pm

Hi Oya and thanks for the note. I appreciate you raising the importance of relationship in working through this kind of process. As you say, surfacing fears can leave the person or group feeling vulnerable, or evoke defensive routines. In light of this, paying attention to the quality of relationship, contact and trust may well be as important as the process itself in achieving a positive result. With best wishes. Nick

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Susan R Meyer
20/6/2012 07:38:46 pm

I agree with Nial - the best place to start is to work through the book. As Oya points out, there's the potential for getting into underlying fears and surfacing contradictions individuals have worked hard to avoid. This is perhaps the best model I've ever seen for overcoming resistance - as long as you're willing to do the hard work yourself first.

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Nick Wright
20/6/2012 07:42:10 pm

Hi Susan and thanks for the note. I was interested in your comment on 'overcoming resistance.' Are you able to share examples of how using this approach has helped overcome resistance (or perhaps, reduced the felt need to resist), perhaps in contrast to other approaches? With best wishes. Nick

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Leni Wildflower PhD PCC
20/6/2012 07:47:43 pm

I agree that the book is good, but I wouldn't start with the book. This is an exercise...and what you want to do is EXPERIENCE the process. Reading helps you understand the process cognitively, but by reading alone you don't experience it. I think the power of the process is in the experience....

‘The problem is the inability to close the gap between what we genuinely, even passionately, want and what we are actually able to do. Closing this gap is the central learning problem of the twenty-first century’ (Kegan & Lahey, 2009)

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Nick Wright
20/6/2012 07:50:30 pm

Hi Leni and thanks for the note. I guess that's how we approached this at the workshop last week. We worked through the process in 1-1s and as a group and reflected on how we experienced it. I can see Nial and Susan's points too, that the book can provide a good foundation for thoughtful and informed practice. With best wishes. Nick

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Jennifer Long
20/6/2012 07:53:25 pm

Thanks for sharing. I like the physicalization of the stages. I see some similarities here in the process for dealing with self-destructive behaviors. I'm always fascinated with change and how we all deal and go through it. You may find a company called Key Change Institute http://keychangenow.com/ of interest and they have a dynamic process, based on brain science and psychology, that moves folks through change with what, by comparison to the process you shared - would be less dramatic and from a business perspective less close to a theraputic experience. Which makes me wonder, was the experience - while I would expect discomfort - would your average coach capably work leaders/manager/whomever through the process without crossing the line between coaching for business performance and therapy? Seems like when you get into childhood experiences - most coaches don't have a degree for that.

Reply
Nick Wright
20/6/2012 08:05:58 pm

Hi Jennifer and thanks for the note and for the link to Key Change Institute. In the workshop I attended, we as a group have been quite influenced by Gestalt thinking and practice, hence the exploration of physical experimentation whilst working through the ITC process.

I think you raise an interesting and important point about the boundaries between coaching and therapy, especially in the field of psychological coaching, and the capabilty or expertise of the coach to work confidently and competently in this arena.

This strikes me as an important contracting and ethical issue too. How to work with the client in such a way that the client understands this approach and feels 'comfortable' to work with it to see where it leads and what benefits emerge.

With best wishes. Nick

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Lachlan Fennen
21/6/2012 04:23:48 am

The immunity to change work is incredibly subtle but powerful. I was fortunate enough to be introduced to it earlier this year and will be building it into a multi-week course I'm designing. I love how it can gently guide you towards profound awareness without any push or struggle.

Reply
Nick Wright
21/6/2012 04:24:36 am

Thanks for the note, Lachlan. I would be interested to hear how the course works out. With best wishes. Nick

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Nial O'Reilly
21/6/2012 09:21:09 am

I started with the training at UCD Smurfit with PB Coaching where we learned the four column process and the chair technique mentioned above. I put the training into practice immediately with a number of senior management teams and found it hugely valuable.
It is most effective in teams where there is a high degree of trust and a preparedness to be vulnerable. I advocate the book Immunity to Change, along with Kegan's earlier book 'In Over Our Heads' and a more recent publication by Jennifer Garvey-Berger called 'Changing on the Job' as important source material. I agree with Leni that books will only give a tactical appreciation for the process and there is no substitute for the learning you get when you apply the process particularly in groups. However an intellectual understanding and appreciation for the content, context and structure of the process is also important for successful execution in my view.
The process works by helping people appreciate the validity of the current behaviour which is driven by subliminal beliefs and 'Big Assumptions' which have a hold of us (we are subject to them). The process allows us to 'turn the gun' on the beliefs and make them visible to us (they become object to us). This 'subject/object transition' is central to the success of the process.

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Andrew Rea
24/6/2012 04:40:28 am

Thanks for posting this article, Nick. I loved your explanation of the process and will certainly be trying it out on myself.
Interestingly, I was a bit worried about the word 'immunity', it rang some ethical bells in my head, but, based on your blog, I'm interested enough to read more.
Cheers
Andrew

Reply
Nick Wright
24/6/2012 04:44:01 am

Thanks for your encouraging feedback, Andrew. I would be interested to hear how you get on, trying the process out on yourself. I found it helpful to work through it with a colleague acting in coaching mode. I was intrigued by your comment about immunity and ethical bells - could you say more? With best wishes. Nick

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Sonia Georgiadou
26/6/2012 02:47:08 am

I am a certified Immunity-to-Change coach and would agree with Leni that what makes ITC powerful is the experience. Bob Kegan and Lisa Laskow Lahey have done an excellent job in putting heart into a process and the method is very powerful in surfacing commitments that are stronger than our goal (hidden competing commitments) thus blocking effectiveness.
One of the reasons I was attracted to their method was Bob's and Lisa's passion to constantly enhance the process through new learning. They follow up and focus particularly on the failure rate, analyzing the data further and improving the method consistently despite its undoubted reputation and success. With Immunity to Change a successful outcome is not questionable and the only prerequisite is the coachee's openness to exploration. Allowing vulnerability for new learning to surface.
Indeed ITC is a very strong tool for helping teams increase their effectiveness yet it requires some degree of readiness and trust as Nial suggests.

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Stephen Manallack
26/6/2012 08:04:03 am

Good discussion and thank you. We suffer from a distorted view of reality or have some kind of wiring that makes us blind to the really obvious impermanence (change) of everything around us and ourselves. My study of successful Indian business leaders found that the very best have an awareness of change and actually thrive on it. It is part of my forthcoming book SOFT SKILLS FOR A FLAT WORLD (Tata McGraw-Hill India, Sept 2012). Thanks again.

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Nick Wright
26/6/2012 08:06:21 am

Hi Stephen. What a great title for a book. :) I wonder if anxiety evoked by an underlying, subconscious awareness of impermanence is one reason why people become fixed as a way of creating a greater sense of certainty? With best wishes. Nick

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Maria Koromila
30/6/2012 01:24:09 am

Thanks for sharing Nick. Good NLP techniques nicely put together. On a different topic, had a look at your blog recently & liked very much. Great job.

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Nick Wright
30/6/2012 01:26:05 am

Hi Maria and thanks for your encouraging feedback. Did you see resonances between ITC and NLP? I would be interested to hear more. With best wishes. Nick

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Maria Koromila
1/7/2012 01:37:15 pm

Nick I haven't done the workshop (a company called 'minds at work' run a three day workshop I think). I've read Keegan & Lahey's 'Immunity to change' and the diagnostic tool (x-ray I think it was) and as an NLP practitioner I could see similar tools: dealing with limiting beliefs, reframing, anchoring etc. Having said that, when I was doing my NLP training, as a psychologist I could see the links to cognitive behavioural psychology.
I heard positive feedback about this workshop from others and it something I would consider, somit was great to read your post.
I would recommend the book as well as some of their earlier work 'how the change we talk can change the way we work'.
The session you attended, was it a public workshop, or a tailored event?

Reply
Nick Wright
1/7/2012 01:43:40 pm

Hi Maria and thanks for the note. Yes, I can see links between the aspects of NLP you mention and the ITC model.

The workshop I attended was run by Geoff Pelham at PB Coaching in Leeds. It was a tailored event for those who graduated from its postgraduate diploma in coaching psychology last year and has been incorporated into its new postgrad programme.

I don't know if they plan to run public workshops on ITC but you could check with them: http://www.pbcoaching.com. With best wishes. Nick

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Djoma De Guzman
2/7/2012 01:34:03 pm

Hi Nick and Maria. I just finished the post-production video of Robert Kegan's plenary session on "Understanding Immunity to Change". Publication permission is now waiting for Dr. Kegan's go signal. On the second day, he did a day long workshop, experiential laboratory on developing personal and group x-rays. No video for this one to conform with privacy law.

As a basic comparison of ITC and NLP, both processes facilitate the individual's discovery of the power of mind sets in shaping behaviours. ITC's edge is in using the x-ray or change process map to facilitate the indivual's discovery of how his assumptions (or limiting beliefs) create the gap between the desired change and the current scenario. That the individual discover's what lies beneath the iceberg becomes more powerful and hits close to home because it is the individual who inputs the data in the x-ray.

Will share the video link to you in the BC OD Network learning portal as soon as it gets the public viewing status.

Reply
Maria Koromila
4/7/2012 05:31:09 am

Thank you Djoma and thanks in advance for the video link! I will be checking it out when it becomes available.

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Nick Wright
4/7/2012 05:35:50 am

Hi Djoma. Thanks for so kindly sharing this material. I was struck by your comment, 'it is the individual who puts the data in the x-ray' and the significance of this comment for how an individual develops his or her assumptions and limiting beliefs, as well as how he or she articulates them in the ITC mapping activity. It begs interesting questions about how we acquire our fundamental assumptions and beliefs in the first place and what reinforces and sustains them. With best wishes. Nick

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Nikki
22/7/2012 07:36:03 am

I really enjoyed reading this Nick, It has made me wonder whether my clients would benefit looking at this. Much of my day is spend challenging people's beliefs, but really I think its down to the individual to look at them on a deeper level and decide if they want to or can change. It has also made me think about my own belief system........ hmmmmm..... I am pondering!

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Nick Wright
30/10/2012 04:41:35 am

Hi Nikki and thanks for the encouraging feedback. Yes, I hear a number of people who use this method comment on how effective it can be at helping people shift beliefs and behaviours in therapeutic contexts. I think your question about whether a person really wants to change is a critical factor. With best wishes. Nick

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Djoma de Guzman
30/10/2012 08:13:39 am

Nick and Maria, we finally got the go signal from Prof. Kegan to share a snapshot of his presentation: "An Evening with Robert Kegan and Immunity to Change" and can be seen in http://conversation.bcodn.org/conversations-on-od/2012/07/an-evening-with-robert-kegan-and-immunity-to-change.html

Reply
Nick Wright
30/10/2012 08:14:11 am

Many thanks for sharing, Djoma. Much appreciated. With best wishes. Nick

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Louis Long link
30/10/2017 12:47:52 pm

When a person is embracing change, he needs to challenge his culture, core beliefs and contriving expectations. Knuckle with the inspirations that have been driving his commitment and decide whether those strengths-such as prominence, quibbling, or peril abhorrence are still to the point. If he is off the latch to take another look at his leading surmises, then he will definitely find it uncomplicated to obtain his craved change. He can also take the help of a life coach who can show the right direction to overcome immunity to change and unhook the potency in himself and his establishment.

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