My Immunity to Change Map and Development Plan

Change is tough to face depending on the type of change that is required. Whether or not that change is personal or professional, facing and wanting to make change requires a significant commitment to start the change process. The day-to-day grind that accompanies most managers and leaders is filled with a tremendous effort to help others or put out small fires here and there. Far too often, though, we as leaders tend to forget about those who support us the most, and that is family. A work-life balance is critical to maintaining harmony in the household and requires the leaders at a crossroads with such change to make a decision that balances both work and personal life. According to Sinoway (2012), as one progresses in their career and life, they are faced with more responsibilities and opportunities. So sometimes they must drop something to maintain some balance.

Personal Change to Target-Work Life Balance

 Work-life balance is an elusive dream at best, and a complete fallacy, Senior Managers, will express today. But, by making a deliberate choice, leaders can and will engage meaningfully about what opportunities they will pursue and which they will decline rather than react to emergencies as they pertain to work, family, and the community (Groysberg & Abrahams, 2014). As the Diversity & Inclusion Director, getting caught up into the day to day activities that are part of the job, limits the time needed to address my family obligations. Children have events, and the wife wants her time, but most of the day is consumed by work. Finding the balance is critically important so that the feeling of neglect does not encompass the place called home. The goal is to find a balance where there is time to devote to loved ones who support the most.

Finding a work-life balance is essential to personal and job satisfaction. One cannot outweigh the other because eventually, one entity will be left out in the cold to fend for themselves. In today’s dynamic and frenetic world, many of us aspire to map the path towards success in our professions and to achieve a sense of fulfillment in our lives (Sinoway, 2012). Obtaining a work- life balance contributes to that fulfillment.

Competing Commitments

 “Overcoming immunity to change starts with uncovering competing commitments” (Kegan, 2001, p. 4). The goal is to find a work-life balance. However, the competing commitment that is hindering that per Se is that there is a want to continue to do well at work, which requires a tremendous amount of time and effort. The desire is to spend more time nurturing family relationships. However, those two clashes because the job allows for the leisure time with family to happen when it happens in a sense. Dr. Kegan (2001) asks a question: “What are you doing, or not doing, that is keeping your commitment from being more fully realized?“ The realization is that there is more dedicated to the job than there is at home. That is a significant problem that needs rectifying by establishing a work-life balance. Family is significant.

Big Assumptions

People seldom realize that they hold significant assumptions because they accept them quite merely as reality (Kegan, 2001). This is difficult to understand. However, believed to be the big assumption here is that work needs me to be functioning on all cylinders to be fluent and efficient at what is being accomplished. The bad part is that the folk that supports me the most get the lessor of my time and need me the most. The mindset of work needs me creates competition between work and home. It should not have to be that way. According to Kegan (2001), it is only by exposing broad assumptions that people can question their assumptions and understand why they engage in seemingly contradictory behavior. It is understood what needs to be done to achieve work-life balance. Eliminate the competing commitment, and significant assumptions ultimately lead to better work-life balance.

Developing the Plan 

The plan is to re-evaluate where most of the time is spent and reset the priorities in life.The effort is not to have both work and personal life compete against each other. Finding the balance between the two is essential so that one does not outweigh the other. There is a sense of urgency to leave work at work and home at home. That way, when work is being done, the focus is strictly on work. And, when tending to home, home is the focus. Part of the plan is to eliminate the competition between work and home. The behavior that has been displayed by putting one before the other must cease. It is about recognizing the dynamics of people’s actions and leading them through a constructive process to surface their conflicting obligations and help them confront the fundamental challenge that prevents them from achieving their objectives (Kegan, 2001).

Drivers and Outcomes

 The driver to change is taking control of the situation that needs change by changing the behavior. If work-life balance is that important, then it is crucial to change the behavior that could present a better work-life balance. The three key drivers of behavioral change are motivation and capacity, which are internal conditions and opportunities, which are external (Kontsas, 2019). Being motivated to have a better work-life balance is essential. Ensuring that there is enough bandwidth to sustain such a change is equally important. Being motivated and having the capacity to have work-life balance increases and allows for work and the family to receive good quality time. The outcome is a win-win situation. Work gets a great effort, and home gets a great shot. In the end, every entity is happy and satisfied.

My Improvement Goals (List 1 to 3 Goals):

 Improve my work life balance

Things I Do (or fail to do) that Work Against Each of My Improvement Goals:

I spend a tremendous amount of time trying and helping others achieve their goals or resolve their issues.

Maintaining the motivation has been a struggle as of late. I must mentally prepare myself each week to push through my day to day activities.

My Competing Commitments (Other Things That Compete for My Time):

Family Work.

Not neglecting the leisure takes a time commitment that has been obsolete lately.

Notice how your competing interests changes.

References

Groysberg, B., & Abrahams, R. (2014). Manage Your Work, Manage Your Life. (cover story).Harvard Business Review, 92(3), 58–66.

Kegan, R., & Lahey, L. L. (2001). The Real Reason People Won’t Change. Harvard Business Review.

Kontsas, M. (2019, August 28). The secret to successful behavioural change. Retrieved July 26, 2020, from https://www.hintsa.com/secret-to-succesful-behavioural-change/

Sinoway, E. C. (2012). No, You Can’t Have It All. Harvard Business Review, 90(10), 111–114.

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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. https://www.youtube.com/watch?v=FFYnVmGu9ZI

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.

Your development plan should be written coherently to support a central idea. Use appropriate APA format, with correct grammar, usage, and mechanics as expected of a business professional.

Deliverable Format

Since you plan to share your development plan with your supervisor at your next one-to-one meeting, you want this document to be well organized and readable. Your supervisor has requested that your development plan be 3–4 pages so that you have enough space to develop your ideas and provide some academic support.

• References: In addition to the Kegan and Lahey (2001) article, support your analysis with at least one other academic resource from the Capella University Library. You must use proper APA style to list your references.
• Length: 3–4 pages, in addition to the references list and your completed Immunity to Change Map.
• Written communication: Demonstrate graduate-level writing skills through accurate communication of thoughts that convey the overall goals of the assessment and do not detract from the message.
• Formatting: Use APA formatting, including correct in-text citations, proper punctuation, double-spacing throughout, proper headings and subheadings, no extra line spaces before headings and subheadings, proper paragraph and block indentation, no bolding, one-inch margins all around, and no bullets.
• Font and font size: Times New Roman, 12 point.

Evaluation

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:

• Competency 1: Assess the complex and dynamic nature of organizational change.
  • Describe the personal change to target, competing commitments, and big assumptions.
  • Analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.
• Competency 2: Analyze ways in which leaders and managers can effectively initiate, shape, and support organizational change.
  • Develop a plan for successfully managing the selected change.
• Competency 5: Communicate effectively in a professional manner.
  • Communicate in a manner that is scholarly, professional, and consistent with expectations for business professionals.

Faculty will use the scoring guide to review your deliverable as if he or she were your immediate supervisor. Review the scoring guide prior to developing and submitting your assessment.

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