Helps uncover unconscious commitments that block progress.
Changing habits is one of the most difficult things any of us have to do and yet, we persist in making it about plans and goals when, in fact, the ability to change, along with its resistance, lies deep in our psyche. Without understanding our beliefs, assumptions and old wounds, we will never uncover what makes us immune to change.
With Robert Kegan and Lisa Lahey’s structured approach, we can all uncover our hidden competing forces with our desires for change. Sometimes simply uncovering those hidden depths is enough to enable the change we seek.
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Robert Kegan and Lisa Lahey are both psychologists and long-time faculty at Harvard Graduate School of Education, known for their work on adult development and transformative learning. Their Immunity to Change structured approach is often considered groundbreaking because it reframes why people and organisations fail to follow through on change even when they genuinely want to.
Why “Immunity to Change” Is a Game Changer
We often assume that if we’re not making progress, it’s because we lack willpower or discipline. Kegan and Lahey pointed to something far more subtle: sometimes, our biggest obstacle isn’t laziness or weakness, but an inner protection system quietly working against our goal.
Their model shows that behind every “good intention” there can be a “hidden commitment”, an unconscious pledge to protect ourselves from a perceived danger. For example: wanting to delegate more, but secretly being deeply committed to never appearing incompetent. The result? We keep everything on our plate… and burn out.
The breakthrough is that we’re not forcing change through more pressure or clever tricks. Instead, we identify and transform this psychological immune system. Once we bring it to light, it stops sabotaging us.
When it’s especially powerful
- When someone has tried to change multiple times… and always slips back into the same patterns.
- When “I know what I should do, but I’m not doing it” has become a familiar soundtrack.
- In situations where the change is identity-level: leadership style, management approach, relationship patterns, self-confidence.
- When the person is curious about why they resist, not just how to force themselves to act differently.
The same process applies to organisations. Teams can uncover shared competing commitments that keep them stuck, even when everyone says they want the same outcome. This has made the approach popular in leadership development, coaching, and culture change.
If this touched something in you, or you’ve been wondering why change feels harder than it “should,” we can explore together what’s really going on beneath the surface. Feel free to contact me.