My Immunity to Change Map and Development Plan Business Analysis

Construct a 3-4 page personal development plan that outlines a change you want to achieve at work.Introduction
This portfolio work project will help you construct a development plan for successfully managing a personal change in the workplace. What are the barriers present in the organization that inhibit you from making the change, and what are the competing priorities?Preparation
Complete the Immunity to Change Map [DOC]. In this worksheet, indicate an improvement goal for an aspect of your work routine that you would like to change, list what you do or do not do that works against your improvement goal, and identify competing commitments. Also, use the Capella University Library to find one other resource that addresses how to commit to and implement a personal change in the workplace.Read and view the following:

Kegan, R., & Lahey, L. (2001). The real reason people won’t change. Harvard Business Review, 79(10), 84–92.

• BCODN. (2012). An evening with Robert Kegan and immunity to change [Video] | Transcript. Retrieved from

Scenario
Imagine that you work in any organization you choose in any position you like. For the sake of simplicity, you may choose to imagine your present position at a company where you already work.Your supervisor in this organization has requested that you head up a staff development initiative. As your first step, your supervisor has requested that you generate a personal development plan that will identify a clear opportunity for improvement as well as any obstacles that may hinder its achievement. She hopes that your development plan will become a model for ongoing development within the workplace.Your Role
You occupy your present position at work or another position in any organization that you can clearly imagine. Whatever your other responsibilities, you are now also tasked with helping support productive change within the workplace. For the sake of this assessment, this role begins by imagining a potential change in how you approach your own role and identifying potential obstacles that might prevent your improvement.Imagine a change in how you think about or approach your work that may yield greater productivity or some other benefit. For example, you may be thinking about planning ahead more or reserving some time each week specifically for focused reflection. Consider what is keeping you from implementing this change.Requirements
Using the questions and steps outlined in Kegan and Lahey’s “The Real Reason People Won’t Change,” the principles discussed in the An Evening with Robert Kegan and Immunity to Change video, and the Immunity to Change Map you completed, construct a personal development plan that outlines a change you want to achieve at work. In addition to a narrative that includes the background and assumptions on the need and drivers for this change, include the following:

• Describe the personal change as well as competing commitments and big assumptions.

Develop a plan for successfully managing the selected change. Be as specific as you can in how you might work on meeting the goals of your plan.

Analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.

see transcript:

AN EVENING WITH ROBERT KEGAN AND IMMUNITY TO CHANGE

Male Speaker You, where your journey begins. You, and your story, join a community of stories, history, traditions, guiding innovation through onsite learning, online collaboration. You learn from those around you. You teach those who inspire you. Together, you grow into something more, more than you expected. From a solid foundation, you build the future for today, for tomorrow, for life. Prof. Robert Kegan, PhD I have the pleasure to share with you kind of the heart of the work that my colleagues and I have been doing for, now the last 20 years and thinking about change. But I thought as a way to get into it, I would start with a little math problem since I come from a school of education. So, here is the problem. If 14 frogs sat on a log and three of them decided to jump into the water, how many frogs would be left on the log? I know a big part of you want to say 11 is the answer to that question. But I want to suggest to you that 14 might be a better answer because there is a big difference between deciding to and actually doing it. And I think that is pretty much kind of what this whole talk is about and of this mysterious kind of space between our actual intentions and what we are actually able to bring about. At the beginning of the book, Immunity to Change, we quote the study from the health sector where we have ended up doing quite a lot of work, and it is a study that is now have been replicated a few times and has a lot of different versions to it. But the one that we mentioned in the book is that, if heart doctors tell their seriously at-risk of heart patients, they are likely to literally die if they do not change their ways of living around diet, exercise, smoking and the like. It still turns out that only one in seven patients can actually make the changes. And I think this is just worth pausing on for a moment because I think we can be pretty sure that the other six people have just as great a desire to keep on living and watch their kid until their grandchildren grow up or whatever floats their boat. And if we cannot make the changes that we would want to make to literally keep ourselves alive, then what is to say about all the other changes which we may even urgently feel which are not life and death matters? What it says to me is that we are in deep need of some new ways of thinking about what gets in the way between our genuine intensions and what we are actually able to bring about. And that question is the one that my colleagues and I have been researching now for quite some time. And we think we have actually — okay not solved it, the century is just getting started. But we do think that we have sort of happened upon some little piece or clue of this mystery. And essentially, it is kind of my purpose to try to share that with you tonight and then make a little space for us to have a chance to talk back and forth about it. If you interview a person when they come out of the doctor’s office who has been prescribed one of these maintenance medications, and you asked them why the doctor prescribed this. You get pretty high rate of understanding and then you asked them, “If I come back in a year to see if you are taking it,” because it is generally, it is prescribed that you should take it for the rest of your life. “So, if I come back in a year to see if you are taking it, what do you think is the probability that you will be taking it?” And they look at you like you are nuts, well the doctor said to me I could a stroke and die if I do not take it, that it has no negative side