Being Deliberately Developmental is a key concept introduced in the book “An Everyone Culture” that I’ve recently read and reviewed. And I think it holds an important place in the context of Building Your Skills for the Future of Work. It’s especially important if you’re not part of a Deliberately Developmental organization, and you don’t yet have the power to influence this transformation for your organisation.
Even as a simple employee, you can focus on developing this intent through a set of key practices. Let’s see them together:
The Immunity fo Change Map is a tool that will help you understand what’s keeping you from your goal. What you perceive as obstacles could be competing commitments. Instead of surrendering your goal to a lack of time, money, or support, you should instead consider how you’re utilizing these scarce resources.
Can you change the allocations? And, if so, will you be comfortable with the tradeoff?
When embracing change, you’ll confront your core values and operating assumptions. If you are open to revising your guiding assumptions, you will find it easier to achieve your desired change.
To uncover the issues that are inhibiting change and identify opportunities for improvement, Kegan and Lahey developed a four-step framework for tracking goals, overcoming perceived barriers, and outlining productive actions.ImmunityMapWksht
In column one, identify the areas in your life that are due for a positive change. These might include things like saving more money, becoming a better listener or switching careers.
Underneath, list the actions that will help you achieve your goal. If you are thinking of changing careers, for example, you might consider going back to school or taking an online course.
What’s stalling your efforts? Maybe you find yourself crushed under a jam-packed schedule or consistently deprioritizing your goal in favour of more immediate tasks. Detail these behaviours in column two.
Here’s where the real self-exploration comes in. Look at the behaviours you listed in column two and ask yourself how you’d feel if you did the opposite. Identify the fears you face in pursuing change by outlining key concerns in the box at the top of column three. Follow these concerns with what you fear will be compromised—your competing commitments.
In this last step, you’ll identify the barriers you must overcome to achieve lasting change. Figure out what internalized truths are at the heart of your competing commitments by developing “if ____, then ____” statements. List these big assumptions in column four.
the ITC map targets hidden fears, commitments, and beliefs that, once uncovered, recast the personal challenge in a way that involves the whole self. You see how you can, if you’re willing, put your whole self at risk for change.Kegan and Lahey, An Everyone Culture, page 227
This post is slightly different than the others in this series, and you could argue that Being Deliberately Developmental is not a skill on its own. But I wanted to really put some focus on the fact that we need to be intentional on developing some of these distinguishing skills. I suspect that many organisations will need to turn in DDO soon. So this skill is just to start becoming ready for the moment in the future.
And you? Are you ready to become Deliberately Developmental?
What Skills for the Future of Work?
This post is part of a series of articles on Skills and Competencies required to succeed in the Future of Work. Read the main article, and access all the other available posts.
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