The Immunity Map, developed by Robert Kegan and Lisa Lahey, is a tool used to uncover deeper beliefs that may be at odds with a person's stated commitment to change. What might underlie the appearance of inertia or resistance to change may actually be a hidden competing commitment to keep the status quo in place -- in effect immunizing someone from actually enacting desired change (Kegan & Lahey, 2001). When used with a coach, the effects can be transformative as a client builds awareness around, and then lets go of, behaviors that work in quiet yet firm opposition to who they want most to be.
Here's how it works. My goal is to be more decisive in my decision-making. What behaviors am I doing or not doing that work against my goal? I talk through decisions with key people to both understand other perspectives and to further understand my own reasoning. I am also able to crystalize what feels like the best way forward with this approach. This process takes time and sometimes more urgent decision-making is required. Also, sometimes this level of analysis might be unnecessary. Lastly, my leadership might even look weak from this level of process. What are my hidden competing commitments? I worry that I will make a bad decision or use a bad process when implementing a good decision. What are my underlying assumptions? I assume that if I make a mistake in my decision-making people will see me as incompetent or incapable. (Wow- what a learning!)
What is the impact? By working directly on my strongly held -- yet hidden -- beliefs and underlying assumption that others will find me incompetent if I make a mistake in my decision-making, I am then able to create experiments to test this hypothesis. I might start by making a quick decision on something inconsequential and seeing what happens. I can also check in with one less person, then maybe two less people, and assess how that decision went despite less conversation? By doing this and reflecting on my progress, I will let go of the behaviors that kept me stuck. Merely telling myself to let go of long held behaviors is not the same as believing I can let go of them and seeing success in new approaches for myself.
This tool requires a client to be open and self-aware, to approach their own behaviors with curiosity, and to have a desire to learn from the discoveries that await. The work is not merely in filling this tool out; rather, it is in gathering data to see the behaviors that might be getting in the way of one's goals, being vulnerable to uncover one's deeply hidden competing commitments, and being self-aware to articulate the big assumptions that those behaviors fiercely protect. This is not a passive exercise. Once the instrument is complete, a coaching client will then seek opportunities to "test around the edges" by not engaging in protective behaviors and evaluate its success. With iteration and experimentation, a client can slowly lose the behaviors that work against their goals, and develop behaviors that support the goal instead.
As a coach, I would use this tool with a client who is having a hard time letting go of behaviors they are strongly committed to releasing yet unable to do so. This tool peels back layers rather quickly, so a base level of trust with me as the coach is required.
The limits or bounds of the Immunity Map are as deep or as shallow as a client is willing to go. There is no magic to this, but with thoughtfulness and care, the outcome can feel magical.
Example Immunity Map
Commitments/ Improvement Goals | Doing/not doing (behaviors that work against goals) | Hidden competing commitments/ Worry box | Big assumptions |
Act more decisively | I talk through decisions and approaches with key people. I crystalize what feels like the best way forward with this approach. This process takes time and sometimes more urgent decision-making is required. Also, sometimes this level of analysis might be unnecessary. Lastly, my leadership might even look weak from this level of process. | I worry that I will make a bad decision or use a bad process when implementing a decision. | I assume that if I make a mistake in my decision-making then people will see me as incompetent or incapable. |
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