Immunity To Change: Chapter Analysis

Part two of the book “Immunity to Change” encompasses four chapters. The first chapter in part two is, “Overcoming The Groupwide Immunity To change” which says once a group envisions the value in unearthing the core contradiction and constraining mindset that lives in members of the group, they must then begin to identify the core contradiction and constraining mindset that exists in their group as a whole. In other words, the authors are saying that in dealing with immunity to change the first order of business is to identify individual immunities to change and the second is to identify group immunities to change. This chapter cites three examples of three different groups to assist in the explanation of how group exploration works. The first group, a humanities

The second group, a national forest fire-starter service explored how to reduce fatalities. The third group, a school district, explored how they could improve in holding high expectations of their students who were English Language Learners. These three scenarios illustrate how the immunity-to-change practices can begin to build upon, and go beyond, the focus of individual improvement. The chapter goes on to share the efforts of two other companies: a professional service firm and a medical school. However, the major factor in bringing about success in immunity-to-change as it relates to groups is that the individual members in the group must first seek to diagnosis as well as eliminate their individual immunities to change. The next chapter in part two is, “David Doesn’t Delegate”. This chapter highlights an experienced manager, David, who is an ineffective delegator because of his immunity to delegating. When a leader has a staff that they supervise one would think they would relish the power to be able to delegate. Delegation takes some of the responsibilities off the plate of the leader. However, the authors admit that leaders often say their goal is