Psychologists and authors
Robert Kegan and Lisa Laskow Lahey are Harvard Graduate School of Education faculty members who have spent decades researching why personal and organisational change is so difficult. Their book Immunity to Change introduces a powerful framework for uncovering the hidden competing commitments that prevent individuals and organisations from achieving their goals.
by Robert Kegan and Lisa Laskow Lahey
Kegan and Lahey introduce the concept of Deliberately Developmental Organisations (DDOs), where personal growth is woven into daily work rather than confined to training programs. Through deep case studies of three companies including Bridgewater Associates and Decurion Corporation, the book shows how organisations can be redesigned so that people's deepest desire to grow is aligned with the organisation's need to thrive.
The books Robert Kegan and Lisa Laskow Lahey references, cites, and recommends most frequently.
by Robert Kegan
Kegan and Lahey reveal that failures to change stem from hidden competing commitments, unconscious goals working against stated intentions. Surfacing these contradictions unlocks real growth.
by Peter Senge
Senge argues organisations fail to learn because they're trapped in linear thinking and blame cycles. Systems thinking - seeing feedback loops and unintended consequences - unlocks the rest.
by Carol Dweck
Dweck argues that believing talent is fixed leads to stagnation, while a growth mindset, the belief that abilities develop through effort, unlocks potential. How you frame challenge determines whether you learn or quit.
by Jocko Willink
Willink and Babin argue that every leadership failure is ultimately a failure of ownership. Lessons from Navy SEAL combat translate directly: leaders must own everything in their world, no excuses.
by Patrick Lencioni
Lencioni argues that organisational health, being whole, consistent, and minimally politicized, is the last untapped competitive advantage because it is free and nobody is doing it. He lays out four disciplines: build a cohesive leadership team, create clarity, overcommunicate clarity, and reinforce clarity through human systems.
Who Robert draws from, and who draws from Robert — aggregated across every book in this collection. Counts show the number of citation links, not the depth of each one.