MindShift

INSIGHT – TRANSFORMATION – LEADERSHIP


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Transformative Processes and Adaptive Pushback

Why are we resisting transformation?

In the global change arena we see more and more the need for leaders to know about what happens in transformative processes inside out in order to play a different game. It is ironic that our best whole systems thinkers are becoming ever more frustrated at the lack of visible change in response to knowledge and evidence about growing threats to sustainability. The problem is more often than not that the intrinsic mechanisms of transformation are still not widely understood nor mastered. Transformative processes that are supposed to respond to adaptive challenges require a fundamental shift in perspective and meaning. In order to be able to design, catalyze, foster or lead such shifts, leaders need to recognize stages, depth and width of the process, need to identify patterns of systemic pushback, know what to do with immunities to change and how to handle the usual resistances and escape mechanisms. Continue reading


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Working with Resistance – a praxis paper.

Working with Resistance – When Reality hits, use its Force

Follow the intensity of your resistance down to its source and sure enough you will find a treasure.

“The difficulty we have in accepting responsibility for our behavior lies in the desire to avoid the pain of the consequences of that behavior” M. Scott Peck

With transformation work, encountering and overcoming resistances is an intrinsic part of the game. In coaching and facilitating transformative change, people naturally face stages of resistance, fear and confusion. This will inevitably trigger escape and protection mechanisms of the self/Self system that come in a multitude of shapes, sizes and flavours.

Many of these take the form of well-rehearsed identities (e.g.spiritual identities, cynical attitudes, attack of coach or method, sudden shift of priorities) that are designed to ‘protect’the coachee from the suspected pain of re-owning deeper lying disassociated parts (shadows). These defence mechanisms can easily sabotage the transformative process. In many cases, the coachee is not aware of these phenomena, but rather strongly identified with them. Kegan and Lahey (2009) define this as “Immunity to Change”, a “hidden commitment”, with an underlying root cause, that competes and conflicts with a stated commitment to change. It is these hidden commitments that cause people to not change and to fail to realise their best intentions. It takes experience to spot such phenomena and to defuse or utilize any deviating construct arising in the space appropriately, in real time. Continue reading