Our managers have found this personal approach to be different and enlightening. We see this investment as an important personal motivator in itself. As a result of individuals being able to apply the benefits in many parts of their life, we found that subsequently individuals have put in tremendous personal time and commitment to their development in the workplace, much more so than on other occasions.
Immunity to change
The Immunity to Change process gets to the heart of what is stopping organisational change from happening, even when levels of corporate commitment to the change are high. It is a crucial fourth facet to creating an organisation that is fit for change, an organisation that has the agility and flexibility to meet the VUCA (Volatility, uncertainty, complexity and ambiguity) business environment with panache, and succeed.
There exists within every organisation, every group and every individual a hidden dynamic that prevents us achieving the change we are apparently committed to making.
Unblocking the change is reliant on the individual and collective getting ‘bigger’ through a process of adaptive learning. This represents a new frontier of human capabilities, a new capacity of mind.
This process happens over a period of months – behaviours have to be tested and monitored – and then embedded. This requires the same degree of rigour [see Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) by Robert Kegan & Lisa Laskow Lahey] as that demanded of any new business initiative.
It supports the notion of truly CONTINUOUS professional development and so creates one of the crucial learning channels of a 21st century organisational culture.