Change Management Resources
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Change Management Resources
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Scooped by Deb Nystrom, REVELN!

Robert Kegan & Immunity to Change - YouTube

Prof. Robert Kegan sets up the environment for an inquiry on WHY there is a gap between a person's verbalized intention to change and what the person actually does.
He recalls an illustration in which heart doctors advise their patients to take their medications as prescribed or literally die. Yet the follow up research shows that only 1 out 7 actually take their medications. The other 6 have just as great a desire to stay alive and yet risk death by not following their doctor. He proposes a deep need for some ways of thinking about what is in the way between a person's genuine intention and what the person is actually able to bring about.

What is this gap -- 'Immunity to Change' -- and how can it be addressed?

Deb Nystrom, REVELN's insight:

From the video, Why are you NOT taking the life preserving drug? There were great examples of "immunity to change."  
These are very useful for looking at how change happens on a personal and organizational example.   Key question, "What would be the biggest worry if you DID take the drug every day."  This question was misinterpreted incorrectly, and this is lesson. How to see differently. How to alter mindset and review assumptions.  ~ Deb

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch!

The Classic Change Commitment Curve, Daryl Conner's 8 Stages | Change Thinking

The Classic Change Commitment Curve, Daryl Conner's 8 Stages  | Change Thinking | Change Management Resources |

Many imitators, one original (from the 80's.)

Daryl Conner's Change Commitment Curve has been copied in many places.  This post clarifies the orgins of this classic, and often copied, with a word tweak or two, model.

Another rendition of it is listed in this recent blog post focused on managing resistance via Daryl Conner's 1993 book:  Managing at the Speed of Change.

Daryl's research from long ago spotted consistent patterns.  His model highlights a fairly predictable path organization members must travel when managing their own anxiety around change.

This path typically moves along the timeline:

  • Uniformed Optimism (blissful ignorance)
  • Informed Pessimism (informed anguish)
  • Checking out
  • Overt (public)
  • Covert (private)
  • Hopeful Realism (coming to terms)
  • Informed Optimism (realistic support)
  • Completion

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