The article discusses how competing commitments can prevent employees from changing behaviors even when they want to. Competing commitments are subconscious hidden goals that conflict with stated commitments. The article provides a three-step process for uncovering competing commitments: managers guide questioning to find them, employees examine the underlying assumptions, and then employees work to change behaviors. Competing commitments arise from assumptions that people use to sustain themselves, so those assumptions must be questioned to eliminate the problem preventing behavior change.
The article discusses how competing commitments can prevent employees from changing behaviors even when they want to. Competing commitments are subconscious hidden goals that conflict with stated commitments. The article provides a three-step process for uncovering competing commitments: managers guide questioning to find them, employees examine the underlying assumptions, and then employees work to change behaviors. Competing commitments arise from assumptions that people use to sustain themselves, so those assumptions must be questioned to eliminate the problem preventing behavior change.
The article discusses how competing commitments can prevent employees from changing behaviors even when they want to. Competing commitments are subconscious hidden goals that conflict with stated commitments. The article provides a three-step process for uncovering competing commitments: managers guide questioning to find them, employees examine the underlying assumptions, and then employees work to change behaviors. Competing commitments arise from assumptions that people use to sustain themselves, so those assumptions must be questioned to eliminate the problem preventing behavior change.
“The Real Reason People Won’t Change” is an article written by Robert
Kegan and Lisa Laskow Lahey. The authors start the article by stating that every manager is familiar with the employee that just won’t change. According to Robert Kegan and Lisa Laskow Lahey, the reasons why employees just won’t change are the fear of shift in power, the need to learn new skills,and the stress of having to join a new team. According to organizational psychologists, this dilemma has been common over the years and has led to one conclusion and that is resistance to change does not reflect opposition. The authors then introduce the concept of competing commitment which is a subconscious hidden goal that conflicts with their stated commitments.There is a three-staged process to help organizations figure out what’s getting in the way of change. First, managers guide employees through a set of questions designed to uncover competing commitments. Next, employees examine these commitments to determine the underlying assumptions at their core. And finally, employees start the process of changing their behavior. The article then shows how to uncover competing commitments and propose questions to address these competing commitments. Finally the article states that competing commitments arise from assumptions that sustain people and these assumptions must be questioned and examined to further eliminate the problem. After reading the article, I learned a lot of things. First of all, I was able to learn what competing commitments were and I was quite fascinated and shocked that these things exist. I also have to agree with the authors as competing commitments can affect the productivity of the company. The authors also showed steps on how to uncover these competing commitments and how to further address them. I agree with the authors that we must address and eliminate these competing commitments because they affect the company and not only the company but also the people in it. Also after reading the article, I learned that career change is essential as it will lead you to greater heights. It is not good that we stay at our comfort zone and that we must go out of it.