Immunity to change: how to overcome it and unlock the potential in yourself and your organization
By M. Govers. International Journal of Integrated Care, 2009
472 citations recorded by the source corpus.
Change can be either planned or unplanned. Unplanned change occurs suddenly due to specific circumstances whereas planned change is a longer process that involves planning to achieve a specific goal. Change can be personal or organizational. However, in order for an organization to have positive change, then it begins with you. IMMUNITY TO CHANGE: How to Overcome it and Unlock Potential in Yourself and your Organization.
Subfields: Social Psychology
View Paper: https://www.semanticscholar.org/paper/a67710a830cfbb67af38b7b6a5db13fa8b22f4ab
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In Social Psychology
- Jeffry Beers
- Ellen A. Skinner
- R. Roeser
- Marcia B. Baxter Magolda
- K. O’Brien
- Patricia A. Jennings
- C. Glass
Citations in the corpus
- Is the 1.5°C target possible? Exploring the three spheres of transformation (2018, background): “Beliefs, values and worldviews can change within individual lifetimes and over generations, and also through pivotal events [56].”
- The Activity of Meaning Making: A Holistic Perspective on College Student Development (2009, background): “For example, in what Kegan calls the socializing mind, we are subject to the expectations of others and thus we construct our identity to align with those expectations (Kegan & Lahey, 2009).”
- The impacts of professional learning communities on science teachers’ knowledge, practice and student learning: a review (2016, background): “…Development in Education, 2016 Vol. 42, No. 4, 569–588, http://dx.doi.org/10.1080/19415257.2015.1065899 not include provisions for long-term support and do not offer challenges that promote teachers’ learning in ways that would allow for growth (Moller and Pankake 2007, Kegan and Lahey 2009).”
- Mindfulness Training and Teachers' Professional Development: An Emerging Area of Research and Practice (2012, background): “Furthermore, even when human services professionals consciously recognize the need to change their long-standing habits of practice, powerful and often unconscious personal and institutional commitments to traditional practices can render them “immune to change” (Kegan & Lahey, 2009).”