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Managing people|The Real Reason People Won’t Change
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Managing people


THE REAL REASON PEOPLE WON’T CHANGE

It’s a psychological dynamic called a “competing commitment,” and until managers
understand how it works and the ways to overcome it, they can’t do a thing about
change-resistant employees. by Robert Kegan and Lisa Lahey

From the Magazine (November 2001)
Peter Dazeley/Getty Images
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Every manager is familiar with the employee who just won’t change. Sometimes
it’s easy to see why—the employee fears a shift in power, the need to learn new
skills, the stress of having to join a new team. In other cases, such resistance
is far more puzzling. An employee has the skills and smarts to make a change
with ease, has shown a deep commitment to the company, genuinely supports the
change—and yet, inexplicably, does nothing.

What’s going on? As organizational psychologists, we have seen this dynamic
literally hundreds of times, and our research and analysis have recently led us
to a surprising yet deceptively simple conclusion. Resistance to change does not
reflect opposition, nor is it merely a result of inertia. Instead, even as they
hold a sincere commitment to change, many people are unwittingly applying
productive energy toward a hidden competing commitment. The resulting dynamic
equilibrium stalls the effort in what looks like resistance but is in fact a
kind of personal immunity to change.

When you, as a manager, uncover an employee’s competing commitment, behavior
that has seemed irrational and ineffective suddenly becomes stunningly sensible
and masterful—but unfortunately, on behalf of a goal that conflicts with what
you and even the employee are trying to achieve. You find out that the project
leader who’s dragging his feet has an unrecognized competing commitment to avoid
the even tougher assignment—one he fears he can’t handle—that might come his way
next if he delivers too successfully on the task at hand. Or you find that the
person who won’t collaborate despite a passionate and sincere commitment to
teamwork is equally dedicated to avoiding the conflict that naturally attends
any ambitious team activity.

FURTHER READING

Radical Change, the Quiet Way

In these pages, we’ll look at competing commitments in detail and take you
through a process to help your employees overcome their immunity to change. The
process may sound straightforward, but it is by no means quick or easy. On the
contrary, it challenges the very psychological foundations upon which people
function. It asks people to call into question beliefs they’ve long held close,
perhaps since childhood. And it requires people to admit to painful, even
embarrassing, feelings that they would not ordinarily disclose to others or even
to themselves. Indeed, some people will opt not to disrupt their immunity to
change, choosing instead to continue their fruitless struggle against their
competing commitments.

As a manager, you must guide people through this exercise with understanding and
sensitivity. If your employees are to engage in honest introspection and candid
disclosure, they must understand that their revelations won’t be used against
them. The goal of this exploration is solely to help them become more effective,
not to find flaws in their work or character. As you support your employees in
unearthing and challenging their innermost assumptions, you may at times feel
you’re playing the role of a psychologist. But in a sense, managers are
psychologists. After all, helping people overcome their limitations to become
more successful at work is at the very heart of effective management.

We’ll describe this delicate process in detail, but first let’s look at some
examples of competing commitments in action.


SHOVELING SAND AGAINST THE TIDE

Competing commitments cause valued employees to behave in ways that seem
inexplicable and irremediable, and this is enormously frustrating to managers.
Take the case of John, a talented manager at a software company. (Like all
examples in this article, John’s experiences are real, although we have altered
identifying features. In some cases, we’ve constructed composite examples.) John
was a big believer in open communication and valued close working relationships,
yet his caustic sense of humor consistently kept colleagues at a distance. And
though he wanted to move up in the organization, his personal style was holding
him back. Repeatedly, John was counseled on his behavior, and he readily agreed
that he needed to change the way he interacted with others in the organization.
But time after time, he reverted to his old patterns. Why, his boss wondered,
did John continue to undermine his own advancement?

As it happened, John was a person of color working as part of an otherwise
all-white executive team. When he went through an exercise designed to help him
unearth his competing commitments, he made a surprising discovery about himself.
Underneath it all, John believed that if he became too well integrated with the
team, it would threaten his sense of loyalty to his own racial group. Moving too
close to the mainstream made him feel very uncomfortable, as if he were becoming
“one of them” and betraying his family and friends. So when people gathered
around his ideas and suggestions, he’d tear down their support with sarcasm,
inevitably (and effectively) returning himself to the margins, where he was more
at ease. In short, while John was genuinely committed to working well with his
colleagues, he had an equally powerful competing commitment to keeping his
distance.

Helping people overcome their limitations to become more successful at work is
at the very heart of effective management.

Consider, too, a manager we’ll call Helen, a rising star at a large
manufacturing company. Helen had been assigned responsibility for speeding up
production of the company’s most popular product, yet she was spinning her
wheels. When her boss, Andrew, realized that an important deadline was only two
months away and she hadn’t filed a single progress report, he called her into a
meeting to discuss the project. Helen agreed that she was far behind schedule,
acknowledging that she had been stalling in pulling together the team. But at
the same time she showed a genuine commitment to making the project a success.
The two developed a detailed plan for changing direction, and Andrew assumed the
problem was resolved. But three weeks after the meeting, Helen still hadn’t
launched the team.

Why was Helen unable to change her behavior? After intense self-examination in a
workshop with several of her colleagues, she came to an unexpected conclusion:
Although she truly wanted the project to succeed, she had an accompanying,
unacknowledged commitment to maintaining a subordinate position in relation to
Andrew. At a deep level, Helen was concerned that if she succeeded in her new
role—one she was excited about and eager to undertake—she would become more a
peer than a subordinate. She was uncertain whether Andrew was prepared for the
turn their relationship would take. Worse, a promotion would mean that she, not
Andrew, would be ultimately accountable for the results of her work—and Helen
feared she wouldn’t be up to the task.

These stories shed some light on the nature of immunity to change. The
inconsistencies between John’s and Helen’s stated goals and their actions
reflect neither hypocrisy nor unspoken reluctance to change but the paralyzing
effect of competing commitments. Any manager who seeks to help John communicate
more effectively or Helen move her project forward, without understanding that
each is also struggling unconsciously toward an opposing agenda, is shoveling
sand against the tide.


DIAGNOSING IMMUNITY TO CHANGE

Competing commitments aren’t distressing only to the boss; they’re frustrating
to employees as well. People with the most sincere intentions often unwittingly
create for themselves Sisyphean tasks. And they are almost always tremendously
relieved when they discover just why they feel as if they are rolling a boulder
up a hill only to have it roll back down again. Even though uncovering a
competing commitment can open up a host of new concerns, the discovery offers
hope for finally accomplishing the primary, stated commitment.

Based on the past 15 years of working with hundreds of managers in a variety of
companies, we’ve developed a three-stage 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.

GETTING GROUPS TO CHANGE

Although competing commitments and big assumptions tend to be deeply personal,
groups are just as susceptible as individuals to the dynamics of immunity to
change. Face-to-face teams, departments, and even companies as a whole can fall
prey to inner contradictions that “protect” them from significant changes they
may genuinely strive for. The leadership team of a video production company, for
instance, enjoyed a highly collaborative, largely flat organizational structure.
A year before we met the group, team members had undertaken a planning process
that led them to a commitment of which they were unanimously in favor: In order
to ensure that the company would grow in the way the team wished, each of the
principals would take responsibility for aggressively overseeing a distinct
market segment.

The members of the leadership team told us they came out of this process with a
great deal of momentum. They knew which markets to target, they had formed some
concrete plans for moving forward, and they had clearly assigned accountability
for each market. Yet a year later, the group had to admit it had accomplished
very little, despite the enthusiasm. There were lots of rational explanations:
“We were unrealistic; we thought we could do new things and still have time to
keep meeting our present obligations.” “We didn’t pursue new clients
aggressively enough.” “We tried new things but gave up too quickly if they
didn’t immediately pay off.”

Efforts to overcome these barriers—to pursue clients more aggressively, for
instance—didn’t work because they didn’t get to the cause of the unproductive
behavior. But by seeing the team’s explanations as a potential window into the
bigger competing commitment, we were able to help the group better understand
its predicament. We asked, “Can you identify even the vaguest fear or worry
about what might happen if you did more aggressively pursue the new markets? Or
if you reduced some of your present activity on behalf of building the new
business?” Before long, a different discourse began to emerge, and the other
half of a striking groupwide contradiction came into view: The principals were
worried that pursuing the plan would drive them apart functionally and
emotionally.

“We now realize we are also committed to preserving the noncompetitive,
intellectually rewarding, and cocreative spirit of our corporate enterprise,”
they concluded. On behalf of this commitment, the team members had to commend
themselves on how “noncompetitively” and “cocreatively” they were finding ways
to undermine the strategic plans they still believed were the best route to the
company’s future success. The team’s big assumptions? “We assumed that pursuing
the target-market strategy, with each of us taking aggressive responsibility for
a given segment, would create the ‘silos’ we have long happily avoided and would
leave us more isolated from one another. We also assumed the strategy would make
us more competitively disposed toward one another.” Whether or not the
assumptions were true, they would have continued to block the group’s efforts
until they were brought to light. In fact, as the group came to discover, there
were a variety of moves that would allow the leadership team to preserve a
genuinely collaborative collegiality while pursuing the new corporate strategy.

We’ll walk through the process fairly quickly below, but it’s important to note
that each step will take time. Just uncovering the competing commitment will
require at least two or three hours, because people need to reflect on each
question and the implications of their answers. The process of challenging
competing commitments and making real progress toward overcoming immunity to
change unfolds over a longer period—weeks or even months. But just getting the
commitments on the table can have a noticeable effect on the decisions people
make and the actions they take.


UNCOVERING COMPETING COMMITMENTS

Overcoming immunity to change starts with uncovering competing commitments. In
our work, we’ve found that even though people keep their competing commitments
well hidden, you can draw them out by asking a series of questions—as long as
the employees believe that personal and potentially embarrassing disclosures
won’t be used inappropriately. It can be very powerful to guide people through
this diagnostic exercise in a group—typically with several volunteers making
their own discoveries public—so people can see that others, even the company’s
star performers, have competing commitments and inner contradictions of their
own.



A DIAGNOSTIC TEST FOR IMMUNITY TO CHANGE

The most important steps in diagnosing immunity to change are uncovering
employees’ competing commitments and unearthing their big assumptions. To do so,
we ask a series of questions and record key responses in a simple grid. Below
we’ve listed the responses for six people who went through this exercise,
including the examples described in the text. The grid paints a picture of the
change-immunity system, making sense of a previously puzzling dynamic.

Stated commitment

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

Competing commitments

Big assumptions



John

Stated commitment

I am committed to high quality communication with my colleagues.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

Sometimes I use sarcastic humor to get my point across.

Competing commitments

I am committed to maintaining a distance from my white colleagues.

Big assumptions

I assume I will lose my authentic connection to my racial group if I get too
integrated into the mainstream.



Helen

Stated commitment

I am committed to the new initiative.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

I don’t push for top performance from my team members or myself; I accept
mediocre products and thinking too often; I don’t prioritize.

Competing commitments

I am committed to not upsetting my relationship with my boss by leaving the
mentee role.

Big assumptions

I assume my boss will stop supporting me if I move toward becoming his peer;
I assume that I don’t have what it takes to successfully carry out a
cutting-edge project.



Tom

Stated commitment

I am committed to hearing from my subordinates and maximizing the flow of
information into my office.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

I don’t ask questions or ask to be kept in the loop on sensitive or delicate
matters; I shoot the messenger when I hear bad news.

Competing commitments

I am committed to not learning about things I can’t do anything about.

Big assumptions

I assume as a leader I should be able to address all problems; I assume I will
be seen as incompetent if I can’t solve all problems that come up.



Mary

Stated commitment

I am committed to distributed leadership by enabling people to make decisions.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

I don’t delegate enough; I don’t pass on the necessary information to the people
I distribute leadership to.

Competing commitments

I am committed to having things go my way, to being in control, and to ensuring
that the work is done to my high standards.

Big assumptions

I assume that other people will waste my time and theirs if I don’t step in;
I assume others aren’t as smart as I am.



Bill

Stated commitment

I am committed to being a team player.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

I don’t collaborate enough; I make unilateral decisions too often; I don’t
really take people’s input into account.

Competing commitments

I am committed to being the one who gets the credit and to avoiding the
frustration or conflict that comes with collaboration.

Big assumptions

I assume that no one will appreciate me if I am not seen as the source of
success; I assume nothing good will come of my being frustrated or in conflict.



Jane

Stated commitment

I am committed to turning around my department.

What am I doing, or not doing, that is keeping my stated commitment from being
fully realized?

Too often I let things slide; I’m not proactive enough in getting people to
follow through with their tasks.

Competing commitments

I am committed to not setting full sail until I have a clear map of how we get
our department from here to there.

Big assumptions

I assume that if I take my group out into deep waters and discover I am unable
to get us to the other side, I will be seen as an incompetent leader who is
undeserving of trust or responsibility.





The first question we ask is, What would you like to see changed at work, so
that you could be more effective or so that work would be more satisfying?
Responses to this question are nearly always couched in a complaint—a form of
communication that most managers bemoan because of its negative, unproductive
tone. But complaints can be immensely useful. People complain only about the
things they care about, and they complain the loudest about the things they care
about most. With little effort, people can turn their familiar, uninspiring
gripes into something that’s more likely to energize and motivate them—a
commitment, genuinely their own.

To get there, you need to ask a second question: What commitments does your
complaint imply? A project leader we worked with, we’ll call him Tom, had
grumbled, “My subordinates keep me out of the loop on important developments in
my project.” This complaint yielded the statement, “I believe in open and candid
communication.” A line manager we’ll call Mary lamented people’s unwillingness
to speak up at meetings; her complaint implied a commitment to shared decision
making.

While undoubtedly sincere in voicing such commitments, people can nearly always
identify some way in which they are in part responsible for preventing them from
being fulfilled. Thus, the third question is:What are you doing, or not doing,
that is keeping your commitment from being more fully realized? Invariably, in
our experience, people can identify these undermining behaviors in just a couple
of seconds. For example, Tom admitted: “When people bring me bad news, I tend to
shoot the messenger.” And Mary acknowledged that she didn’t delegate much and
that she sometimes didn’t release all the information people needed in order to
make good decisions.

In both cases, there may well have been other circumstances contributing to the
shortfalls, but clearly both Tom and Mary were engaging in behavior that was
affecting the people around them. Most people recognize this about themselves
right away and are quick to say, “I need to stop doing that.” Indeed, Tom had
repeatedly vowed to listen more openly to potential problems that would slow his
projects. However, the purpose of this exercise is not to make these behaviors
disappear—at least not now. The purpose is to understand why people behave in
ways that undermine their own success.

FURTHER READING

A Survival Guide for Leaders

The next step, then, is to invite people to consider the consequences of
forgoing the behavior. We do this by asking a fourth question: If you imagine
doing the opposite of the undermining behavior, do you detect in yourself any
discomfort, worry, or vague fear? Tom imagined himself listening calmly and
openly to some bad news about a project and concluded, “I’m afraid I’ll hear
about a problem that I can’t fix, something that I can’t do anything about.” And
Mary? She considered allowing people more latitude and realized that, quite
frankly, she feared people wouldn’t make good decisions and she would be forced
to carry out a strategy she thought would lead to an inferior result.

The final step is to transform that passive fear into a statement that reflects
an active commitment to preventing certain outcomes. We ask, By engaging in this
undermining behavior, what worrisome outcome are you committed to preventing?
The resulting answer is the competing commitment, which lies at the very heart
of a person’s immunity to change. Tom admitted, “I am committed to not learning
about problems I can’t fix.” By intimidating his staff, he prevented them from
delivering bad news, protecting himself from the fear that he was not in control
of the project. Mary, too, was protecting herself—in her case, against the
consequences of bad decisions. “I am committed to making sure my group does not
make decisions that I don’t like.”

FURTHER READING

Leading Change: Why Transformation Efforts Fail

Such revelations can feel embarrassing. While primary commitments nearly always
reflect noble goals that people would be happy to shout from the rooftops,
competing commitments are very personal, reflecting vulnerabilities that people
fear will undermine how they are regarded both by others and themselves. Little
wonder people keep them hidden and hasten to cover them up again once they’re on
the table.

But competing commitments should not be seen as weaknesses. They represent some
version of self-protection, a perfectly natural and reasonable human impulse.
The question is, if competing commitments are a form of self-protection, what
are people protecting themselves from? The answers usually lie in what we call
their big assumptions—deeply rooted beliefs about themselves and the world
around them. These assumptions put an order to the world and at the same time
suggest ways in which the world can go out of order. Competing commitments arise
from these assumptions, driving behaviors unwittingly designed to keep the
picture intact.


EXAMINING THE BIG ASSUMPTION

People rarely realize they hold big assumptions because, quite simply, they
accept them as reality. Often formed long ago and seldom, if ever, critically
examined, big assumptions are woven into the very fabric of people’s existence.
(For more on the grip that big assumptions hold on people, see the sidebar “Big
Assumptions: How Our Perceptions Shape Our Reality.”) But with a little help,
most people can call them up fairly easily, especially once they’ve identified
their competing commitments. To do this, we first ask people to create the
beginning of a sentence by inverting the competing commitment, and then we ask
them to fill in the blank. For Tom (“I am committed to not hearing about
problems I can’t fix”), the big assumption turned out to be, “I assume that if I
did hear about problems I can’t fix, people would discover I’m not qualified to
do my job.” Mary’s big assumption was that her teammates weren’t as smart or
experienced as she and that she’d be wasting her time and others’ if she didn’t
maintain control. Returning to our earlier story, John’s big assumption might
be, “I assume that if I develop unambivalent relationships with my white
coworkers, I will sacrifice my racial identity and alienate my own community.”

BIG ASSUMPTIONS: HOW OUR PERCEPTIONS SHAPE OUR REALITY

Big assumptions reflect the very human manner in which we invent or shape a
picture of the world and then take our inventions for reality. This is easiest
to see in children. The delight we take in their charming distortions is a kind
of celebration that they are actively making sense of the world, even if a bit
eccentrically. As one story goes, two youngsters had been learning about Hindu
culture and were taken with a representation of the universe in which the world
sits atop a giant elephant, and the elephant sits atop an even more giant
turtle. “I wonder what the turtle sits on,” says one of the children. “I think
from then on,” says the other, “it’s turtles all the way down.”

But deep within our amusement may lurk a note of condescension, an implication
that this is what distinguishes children from grown-ups. Their meaning-making is
subject to youthful distortions, we assume. Ours represents an accurate map of
reality.

But does it? Are we really finished discovering, once we have reached adulthood,
that our maps don’t match the territory? The answer is clearly no. In our 20
years of longitudinal and cross-sectional research, we’ve discovered that adults
must grow into and out of several qualitatively different views of the world if
they are to master the challenges of their life experiences (see Robert Kegan,
In Over Our Heads, Harvard University Press, 1994).

A woman we met from Australia told us about her experience living in the United
States for a year. “Not only do you drive on the wrong side of the street over
here,” she said, “your steering wheels are on the wrong side, too. I would
routinely pile into the right side of the car to drive off, only to discover I
needed to get out and walk over to the other side.

“One day,” she continued, “I was thinking about six different things, and I got
into the right side of the car, took out my keys, and was prepared to drive off.
I looked up and thought to myself, ‘My God, here in the violent and lawless
United States, they are even stealing steering wheels! ’”

Of course, the countervailing evidence was just an arm’s length to her left,
but—and this is the main point—why should she look? Our big assumptions create a
disarming and deluding sense of certainty. If we know where a steering wheel
belongs, we are unlikely to look for it some place else. If we know what our
company, department, boss, or subordinate can and can’t do, why should we look
for countervailing data—even if it is just an arm’s length away?

This is a difficult process, and it doesn’t happen all at once, because
admitting to big assumptions makes people uncomfortable. The process can put
names to very personal feelings people are reluctant to disclose, such as
deep-seated fears or insecurities, highly discouraging or simplistic views of
human nature, or perceptions of their own superior abilities or intellect.
Unquestioning acceptance of a big assumption anchors and sustains an immune
system: A competing commitment makes all the sense in the world, and the person
continues to engage in behaviors that support it, albeit unconsciously, to the
detriment of his or her “official,” stated commitment. Only by bringing big
assumptions to light can people finally challenge their assumptions and
recognize why they are engaging in seemingly contradictory behavior.


QUESTIONING THE BIG ASSUMPTION

Once people have identified their competing commitments and the big assumptions
that sustain them, most are prepared to take some immediate action to overcome
their immunity. But the first part of the process involves observation, not
action, which can be frustrating for high achievers accustomed to leaping into
motion to solve problems. Let’s take a look at the steps in more detail.


STEP 1: NOTICE AND RECORD CURRENT BEHAVIOR.

Employees must first take notice of what does and doesn’t happen as a
consequence of holding big assumptions to be true. We specifically ask people
not to try to make any changes in their thinking or behavior at this time but
just to become more aware of their actions in relation to their big assumptions.
This gives people the opportunity to develop a better appreciation for how and
in what contexts big assumptions influence their lives. John, for example, who
had assumed that working well with his white colleagues would estrange him from
his ethnic group, saw that he had missed an opportunity to get involved in an
exciting, high-profile initiative because he had mocked the idea when it first
came up in a meeting.


STEP 2: LOOK FOR CONTRARY EVIDENCE.

Next, employees must look actively for experiences that might cast doubt on the
validity of their big assumptions. Because big assumptions are held as fact,
they actually inform what people see, leading them to systematically (but
unconsciously) attend to certain data and avoid or ignore other data. By asking
people to search specifically for experiences that would cause them to question
their assumptions, we help them see that they have filtering out certain types
of information—information that could weaken the grip of the big assumptions.

Because big assumptions are held as fact, they actually inform what people see,
leading them to systematically (but unconsciously) attend to certain data and
avoid or ignore other data.

When John looked around him, he considered for the first time that an
African-American manager in another department had strong working relationships
with her mostly white colleagues, yet seemed not to have compromised her
personal identity. He also had to admit that when he had been thrown onto an
urgent task force the year before, he had worked many hours alongside his white
colleagues and found the experience satisfying; he had felt of his usual
ambivalence.


STEP 3: EXPLORE THE HISTORY.

In this step, we people to become the “biographers” of their assumptions: How
and when did the assumptions first take hold? How long have they been around?
What have been some of their critical turning points?

Typically, this step leads people to earlier life experiences, almost always to
times before their current jobs and relationships with current coworkers. This
reflection usually makes people dissatisfied with the foundations of their big
assumptions, especially when they see that these have accompanied them to their
current positions and have been coloring their experiences for many years.
Recently, a CEO expressed astonishment as she realized she’d been applying the
same self-protective stance in her work that she’d developed during a difficult
divorce years before. Just as commonly, as was the case for John, people trace
their big assumptions to early experiences with parents, siblings, or friends.
Understanding the circumstances that influenced the formation of the assumptions
can free people to consider whether these beliefs apply to their present selves.


STEP 4: TEST THE ASSUMPTION.

This step entails creating and running a modest test of the big assumption. This
is the first time we ask people to consider making changes in their behavior.
Each employee should come up with a scenario and run it by a partner who serves
as a sounding board. (Left to their own devices, people tend to create tests
that are either too risky or so tentative that they don’t actually challenge the
assumption and in fact reaf-firm its validity.) After conferring with a partner,
John, for instance, volunteered to join a short-term committee looking at his
department’s process for evaluating new product ideas. Because the team would
dissolve after a month, he would be able to extricate himself fairly quickly if
he grew too uncomfortable with the relationships. But the experience would force
him to spend a significant amount of time with several of his white colleagues
during that month and would provide him an opportunity to test his sense of the
real costs of being a full team member.


STEP 5: EVALUATE THE RESULTS.

In the last step, employees evaluate the test results, evaluate the test itself,
design and run new tests, and eventually question the big assumptions. For John,
this meant signing up for other initiatives and making initial social overtures
to white coworkers. At the same time, by engaging in volunteer efforts within
his community outside of work, he made sure that his ties to his racial group
were not compromised.

It is worth noting that revealing a big assumption doesn’t necessarily mean it
will be exposed as false. But even if a big assumption does contain an element
of truth, an individual can often find more effective ways to operate once he or
she has had a chance to challenge the assumption and its hold on his or her
behavior. Indeed, John found a way to support the essence of his competing
commitment—to maintain his bond with his racial group—while minimizing behavior
that sabotaged his other stated commitments.


UNCOVERING YOUR OWN IMMUNITY

As you go through this process with your employees, remember that managers are
every bit as susceptible to change immunity as employees are, and your competing
commitments and big assumptions can have a significant impact on the people
around you. Returning once more to Helen’s story: When we went through this
exercise with her boss, Andrew, it turned out that he was harboring some
contradictions of his own. While he was committed to the success of his
subordinates, Andrew at some level assumed that he alone could meet his high
standards, and as a result he was laboring under a competing commitment to
maintain absolute control over his projects. He was unintentionally
communicating this lack of confidence to his subordinates—including Helen—in
subtle ways. In the end, Andrew’s and Helen’s competing commitments were,
without their knowledge, mutually reinforcing, keeping Helen dependent on Andrew
and allowing Andrew to control her projects.

THIS ARTICLE ALSO APPEARS IN

HBR’s 10 Must Reads on Change Management

Helen and Andrew are still working through this process, but they’ve already
gained invaluable insight into their behavior and the ways they are impeding
their own progress. This may seem like a small step, but bringing these issues
to the surface and confronting them head-on is challenging and painful—yet
tremendously effective. It allows managers to see, at last, what’s really going
on when people who are genuinely committed to change nonetheless dig in their
heels. It’s not about identifying unproductive behavior and systematically
making plans to correct it, as if treating symptoms would cure a disease. It’s
not about coaxing or cajoling or even giving poor performance reviews. It’s
about understanding the complexities of people’s behavior, guiding them through
a productive process to bring their competing commitments to the surface, and
helping them cope with the inner conflict that is preventing them from achieving
their goals.

Read more on Managing people or related topics Organizational culture,
Psychology, Change management and Developing employees
A version of this article appeared in the November 2001 issue of Harvard
Business Review.
RK
Robert Kegan is the William and Miriam Meehan Professor of Adult Learning and
Professional Development at the Harvard Graduate School of Education.
Lisa Lahey is a lecturer at the Harvard Graduate School of Education and the
cofounder of the consultancy Minds at Work.
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Read more on Managing people or related topics Organizational culture,
Psychology, Change management and Developing employees




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View details | Privacy policy
Consent


SMAATO, INC.

Cookie duration: 21 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


SEMASIO GMBH

Cookie duration: 366 (days).

Data collected and processed: Device identifiers, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


CRIMTAN HOLDINGS LIMITED

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
ConsentLegitimate interest


GENIUS SPORTS UK LIMITED

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


CRITEO SA

Cookie duration: 390 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, IP addresses, Browsing and interaction data,
Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


ADLOOX SA

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, IP addresses, Browsing and
interaction data

more

Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


BLIS GLOBAL LIMITED

Cookie duration: 400 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


LOTAME SOLUTIONS, INC

Cookie duration: 274 (days).

Data collected and processed: Device characteristics, Device identifiers,
Probabilistic identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


LIVERAMP

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, IP addresses, Browsing
and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


GROUPM UK LIMITED

Cookie duration: 395 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
ConsentLegitimate interest


LOOPME LIMITED

Cookie duration: 90 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, User-provided data, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


DYNATA LLC

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


ASK LOCALA

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, IP addresses, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


AZIRA

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Users’ profiles, IP addresses,
Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


DOUBLEVERIFY INC.

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Probabilistic identifiers, IP addresses, Browsing and interaction data, Privacy
choices

more




View details | Privacy policy
Legitimate interest


BIDSWITCH GMBH

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


IPONWEB GMBH

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


NEXTROLL, INC.

Cookie duration: 183 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Users’ profiles, User-provided data, IP addresses, Browsing
and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
Consent


TEADS FRANCE SAS

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Users’ profiles, IP addresses, Browsing and interaction
data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


STRÖER SSP GMBH (SSP)

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Users’ profiles, IP addresses,
Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


OS DATA SOLUTIONS GMBH

Cookie duration: 90 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Users’ profiles, User-provided
data, IP addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


PERMODO GMBH

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Users’ profiles, IP addresses, Browsing and interaction
data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


PLATFORM161 B.V.

Cookie duration: 396 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


BASIS GLOBAL TECHNOLOGIES, INC.

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Authentication-derived
identifiers, Users’ profiles, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
ConsentLegitimate interest


SMADEX, S.L.U.

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Users’ profiles, User-provided
data, IP addresses, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


BOMBORA INC.

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles, IP
addresses, Browsing and interaction data

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


EASYMEDIA GMBH

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


REMERGE GMBH

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses, Browsing and interaction data

more

Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


ADVANCED STORE GMBH

Cookie duration: 365 (days).

Data collected and processed: Device identifiers

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


MAGNITE CTV, INC.

Cookie duration: 366 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


DELTA PROJECTS AB

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more




View details | Storage details | Privacy policy
ConsentLegitimate interest


USEMAX ADVERTISEMENT (EMEGO GMBH)

Cookie duration: 365 (days).

Data collected and processed: Users’ profiles, IP addresses

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


EMETRIQ GMBH

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


PUBLICIS MEDIA GMBH

Cookie duration: 1825 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


M.D. PRIMIS TECHNOLOGIES LTD.

Cookie duration: 25 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, User-provided data, IP addresses,
Browsing and interaction data, Privacy choices

more




View details | Storage details | Privacy policy
ConsentLegitimate interest


ONETAG LIMITED

Cookie duration: 396 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


CLOUD TECHNOLOGIES S.A.

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
Consent


SMARTOLOGY LIMITED

Doesn't use cookies.

Data collected and processed: IP addresses

more

Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


IMPROVE DIGITAL

Cookie duration: 90 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
ConsentLegitimate interest


ADOBE ADVERTISING CLOUD

Cookie duration: 365 (days).

Data collected and processed: Device identifiers, Authentication-derived
identifiers, IP addresses, Privacy choices

more




View details | Storage details | Privacy policy
ConsentLegitimate interest


BANNERFLOW AB

Cookie duration: 366 (days).

Data collected and processed: Device characteristics, Non-precise location data,
IP addresses, Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
ConsentLegitimate interest


TABMO SAS

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, User-provided data, IP addresses, Browsing and interaction data,
Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


INTEGRAL AD SCIENCE (INCORPORATING ADMANTX)

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
IP addresses, Browsing and interaction data, Privacy choices

more




View details | Privacy policy
Legitimate interest


WIZALY

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Authentication-derived identifiers, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


WEBORAMA

Cookie duration: 393 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


JIVOX CORPORATION

Cookie duration: 30 (days).

Data collected and processed: Precise location data, Non-precise location data,
Device identifiers, Users’ profiles, IP addresses, Browsing and interaction
data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


VISTAR MEDIA EMEA BV

Doesn't use cookies.

Data collected and processed: Non-precise location data

more




View details | Privacy policy
Consent


ON DEVICE RESEARCH LIMITED

Cookie duration: 30 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, User-provided data, IP addresses,
Browsing and interaction data

more




View details | Storage details | Privacy policy
Consent


ROCKABOX MEDIA LTD

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
IP addresses, Browsing and interaction data

more




View details | Storage details | Privacy policy
Legitimate interest


EXACTAG GMBH

Cookie duration: 180 (days).

Data collected and processed: Device characteristics, Device identifiers,
Authentication-derived identifiers, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session.


View details | Privacy policy
Consent


CELTRA INC.

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Device identifiers, IP addresses

more

Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


MAINADV SRL

Cookie duration: 30 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, User-provided data, IP addresses, Browsing and interaction
data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


GEMIUS SA

Cookie duration: 1825 (days).

Data collected and processed: Device characteristics, Device identifiers, Users’
profiles, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


THE KANTAR GROUP LIMITED

Cookie duration: 914 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


NIELSEN MEDIA RESEARCH LTD.

Cookie duration: 120 (days).

Data collected and processed: Device characteristics, Device identifiers, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


SOLOCAL SA

Cookie duration: 396 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Users’ profiles, User-provided
data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


PIXALATE, INC.

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses, Browsing and interaction data

more




View details | Storage details | Privacy policy
Consent


NUMBERLY

Cookie duration: 180 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


AUDIENCEPROJECT A/S

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


DEMANDBASE, INC.

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, User-provided data, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


EFFILIATION / EFFINITY

Cookie duration: 30 (days).

Data collected and processed: Device characteristics

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


ARRIVALIST CO.

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, IP addresses

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


SEENTHIS AB

Doesn't use cookies.

Data collected and processed: Device characteristics, IP addresses

more




View details | Privacy policy


COMMANDERS ACT

Cookie duration: 365 (days).

Data collected and processed: Device identifiers, IP addresses

more




View details | Storage details | Privacy policy
Consent


TRAVEL AUDIENCE GMBH

Cookie duration: 397 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, IP addresses, Browsing and
interaction data

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


HUMAN

Doesn't use cookies.

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, IP addresses

more




View details | Privacy policy
Legitimate interest


BLENDEE SRL

Cookie duration: 366 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


INNOVID LLC

Cookie duration: 90 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
ConsentLegitimate interest


PAPIRFLY AS

Doesn't use cookies.

Data collected and processed: Device characteristics

more




View details | Privacy policy
Legitimate interest


NEUSTAR, INC., A TRANSUNION COMPANY

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


VERVE GROUP EUROPE GMBH

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Authentication-derived
identifiers, Users’ profiles, User-provided data, IP addresses, Browsing and
interaction data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


OTTO (GMBH & CO KG)

Cookie duration: 365 (days).

Data collected and processed: Device identifiers, Users’ profiles, User-provided
data, IP addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

Cookie duration: 180 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


LOCALSENSOR B.V.

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, IP addresses, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


ONLINE SOLUTION

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, Users’
profiles, User-provided data, IP addresses, Browsing and interaction data,
Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
Consent


RELAY42 NETHERLANDS B.V.

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Device identifiers,
Probabilistic identifiers, Users’ profiles, User-provided data, IP addresses,
Browsing and interaction data, Privacy choices

more




View details | Storage details | Privacy policy
Consent


GP ONE GMBH

Cookie duration: Uses session cookies.

Data collected and processed: Device characteristics, Non-precise location data,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


LIFTOFF MONETIZE AND VUNGLE EXCHANGE

Doesn't use cookies.

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, Users’ profiles, User-provided data, IP
addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


THE MEDIAGRID INC.

Cookie duration: 365 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


REPPUBLIKA RESEARCH & ANALYTICS AUSTRIA GMBH

Cookie duration: 180 (days).

Data collected and processed: Device characteristics, Device identifiers,
Probabilistic identifiers, Users’ profiles, IP addresses, Browsing and
interaction data

more

Uses other forms of storage.


View details | Privacy policy
Consent


CINT AB

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Device identifiers, IP
addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Privacy policy
Consent


GOOGLE ADVERTISING PRODUCTS

Cookie duration: 396 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
ConsentLegitimate interest


GFK GMBH

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles,
User-provided data, IP addresses, Browsing and interaction data, Privacy choices

more

Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


REVJET

Cookie duration: 365 (days).

Data collected and processed: Non-precise location data, Device identifiers,
Users’ profiles, IP addresses, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


PROTECTED MEDIA LTD

Doesn't use cookies.

Data collected and processed: Device characteristics, Device identifiers,
Probabilistic identifiers, IP addresses, Browsing and interaction data

more




View details | Privacy policy
Legitimate interest


CLINCH LABS LTD

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Probabilistic identifiers, Users’ profiles, IP addresses,
Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
ConsentLegitimate interest


ORACLE DATA CLOUD - MOAT

Doesn't use cookies.

Data collected and processed: Non-precise location data, IP addresses

more




View details | Privacy policy
Legitimate interest


HEARTS AND SCIENCE MÜNCHEN GMBH

Cookie duration: 60 (days).

Data collected and processed: IP addresses

more

Cookie duration resets each session.


View details | Privacy policy
Consent


AMAZON ADVERTISING

Cookie duration: 396 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, Users’ profiles, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session. Uses other forms of storage.


View details | Storage details | Privacy policy
Consent


MOLOCO, INC.

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, IP addresses

more

Cookie duration resets each session. Uses other forms of storage.


View details | Privacy policy
ConsentLegitimate interest


ADTRIBA GMBH

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Non-precise location data,
Device identifiers, Authentication-derived identifiers, IP addresses, Browsing
and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent


ENSIGHTEN

Cookie duration: 1825 (days).

Data collected and processed: Device characteristics, Device identifiers, IP
addresses, Browsing and interaction data, Privacy choices

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Legitimate interest


EBAY INC

Cookie duration: 90 (days).

Data collected and processed: Device characteristics, IP addresses, Privacy
choices

more




View details | Storage details | Privacy policy
Consent


METRIXLAB NEDERLAND B.V.

Cookie duration: 730 (days).

Data collected and processed: Device characteristics, Device identifiers,
User-provided data, IP addresses, Browsing and interaction data

more

Uses other forms of storage.


View details | Privacy policy
Consent


HURRA COMMUNICATIONS GMBH

Cookie duration: 366 (days).

Data collected and processed: Device characteristics, Precise location data,
Non-precise location data, Device identifiers, Probabilistic identifiers,
Authentication-derived identifiers, IP addresses, Browsing and interaction data

more

Cookie duration resets each session.


View details | Storage details | Privacy policy
Consent

Ad partners


AKAMAI

Privacy policy
Consent


META

Privacy policy
Consent


AUNICA

Privacy policy
Consent


BOOKING.COM

Privacy policy
Consent


C3 METRICS

Privacy policy
Consent


IBM

Privacy policy
Consent


EVIDON

Privacy policy
Consent


ADACADO

Privacy policy
Consent


INTELLIAD

Privacy policy
Consent


DSTILLERY

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