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Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) |  |
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Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) | |
网友对Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good)的评论
价格这么高，书的印刷品质和纸张确实不好啊，买了没有看，放起来了。
Not simply a book about organizational transformation, Immunity to Change is a challenging analysis of how our well-developed methods of processing information and experience become barriers that hinder our attempts to achieve adaptive change. The first section of the book describes the theory and can be pretty tough going. The second applies the theory to case studies of organization change. The last is a primer on how to detect and overcome change immunity in your own organization.
At the risk of being overly reductive, I will try to summarize the theory.
People deal with fear and anxiety as a normal part of life. They don't feel this fear most of the time because they have created effective internal anxiety management systems. Those frameworks for evaluating experience are beneficial and necessary but can also form a hidden barrier to the desire to achieve adaptive change. The development of a more complex mental framework (the "self-transforming mind") help the individual recognize the filtering effect and limitations of his/her own frame of reference. This recognition will allow the individual to begin to negate the effects of an internally imposed change immunity.
Looked at this way, any change which is adaptive rather than technical will, as a matter of course, put at risk "a way of knowing the world that also serves as a way of managing a persistent, fundemental anxiety." The authors argue that we can only succeed with adaptive changes by recognizing the seriousness of the internal challenge we face. The desired change can put at risk "what has been a very well-functioning way of taking care of ourselves."
This all begins to explain why diets fail, smokers continue their habit in the face of a life threatening diagnosis or a manager does not increase flexibility even if his/her job depends on so doing.
If the authors are wrong, reading this book may add unnecessary complexity to our efforts to affect the change process. If they are correct, however, they are providing the beginnings of a critical understanding of the barriers to fundemental change as well as a methodology both to detect and resolve the problem.
Many business books present somewhat simplistic reformulations of problems with which managers have long wrestled. This book, on the other hand, offers a complex psychological and epistemological methodology to detect the seemingly insurmountable barrier to individual and organizational change. I found the arguments insightful and compelling but think it unlikely I could apply the approach suggested in section 3 without the assistance of a professional coach. Given that caveat, if the outputs can be as significant as the authors suggest, it would be worth the cost and the effort.
This is one of the most useful, applicable books for helping people change behavior. When someone has the skill, opportunity and motivation to change but continues to revert their behavior, what can you do? The genius of this work is its simplicity. While it is based on adult developmental theory, Immunity to Change leaves the theory inside a black box. The approach is so simple and yet incredibly powerful. Four questions:
- what do you want to do?
- what are you doing instead?
- what are you afraid of?
- what is your big assumption?
The approach can be applied individually or with groups. Kegan and Lahey also offer training for facilitators and coaches wishing to learn more about I2C at a deeper level.
This is an excellent book. After having read it I went began observing my workplace carefully, it has given me a fresh and very useful way to look at organisations and teams and their functioning. The three broad, and progressive ways that people think are well set out. Most importantly it provides tools to understand people that seem to be a little different - those in the more advanced stages of how they think - and work with them in a way that draws out their capability. The book can be comforting for your own thinking, and how grown up you might really be. In my second read of some sections I gained much more from it after having looked at how practical situations could be interpreted. This book has changed how I look at teams and appointments for people - a must read for all those senior managers who rely on the "thinking capability" of their teams for success.
Poorly written (sales-y, many redundant examples)
Management-oriented
Potentially classist
Yet, the underlying model is extremely powerful and is totally worth slogging through the book. You can read the first 3-4 chapters and get everything you need from this. The real benefit comes from going through the Immunity Process itself. It really carries great potential for creating genuine change, and I'm excited to continue working on myself with this model.
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