A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

If contemporary culture were a school, with all the tasks and expectations meted out by modern life as its curriculum, would anyone graduate? In the spirit of a sympathetic teacher, Robert Kegan guides us through this tricky curriculum, assessing the fit between its complex demands and our mental capacities, and showing what happens when we find ourselves, as we so often do, in over our heads. In this dazzling intellectual tour, he completely reintroduces us to the psychological landscape of our private and public lives. A decade ago in The Evolving Self, Kegan presented a dynamic view of the development of human consciousness. Here he applies this widely acclaimed theory to the mental complexity of adulthood. As parents and partners, employees and bosses, citizens and leaders, we constantly confront a bewildering array of expectations, prescriptions, claims, and demands, as well as an equally confusing assortment of expert opinions that tell us what each of these roles entails. Surveying the disparate expert "literatures," which normally take no account of each other, Kegan brings them together to reveal, for the first time, what these many demands have in common. Our frequent frustration in trying to meet these complex and often conflicting claims results, he shows us, from a mismatch between the way we ordinarily know the world and the way we are unwittingly expected to understand it. In Over Our Heads provides us entirely fresh perspectives on a number of cultural controversies-the "abstinence vs. safe sex" debate, the diversity movement, communication across genders, the meaning of postmodernism. What emerges in these pages is a theory of evolving ways of knowing that allows us to view adult development much as we view child development, as an open-ended process born of the dynamic interaction of cultural demands and emerging mental capabilities. If our culture is to be a good "school," as Kegan suggests, it must offer, along with a challenging curriculum, the guidance and support that we clearly need to master this course-a need that this lucid and richly argued book begins to meet.

A Radical New Model for Unleashing Your Company’s Potential

In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential.

What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth?

Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations.

An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations.

This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.