Robert Kegan is the first William and Miriam Meehan Professor of Adult Learning and Professional Development at the Harvard University Graduate School of Education. Educational Chair of the Institute for Management and Leadership in Education, he is also co-director of a Gates Foundation-funded program to assist the change efforts of school leaders; and co-chair of a joint program between Harvard's Medical School and School of Education to bring principles of adult learning to the reform of medical education. His books, The Evolving Self: Problem and Process in Human Development, and In Over Our Heads: The Mental Demands of Modern Life, have been translated into Japanese, Chinese, Korean, and German.

His newest book, co-authored with Lisa Laskow Lahey, is How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. The National University Continuing Education Association has honored him with a Faculty Service Award in the Division of Continuing Education for the Professions, and The Association for Continuing Higher Education made him the recipient of its highest honor. He took his A.B. from Dartmouth College and Ph.D. from Harvard University, and received honorary Doctor of Humane Letters degrees from the University of New Hampshire, the State University of New York, and Marywood University. The Massachusetts Psychological Association named him "Teacher of the Year." He is also an avid poker player, an airplane pilot, and the unheralded inventor of the "Base Average," a superior statistic for gauging offensive contribution in baseball.

Why is it often so difficult for us to change the way we operate, or accomplish the goals we set for ourselves? The usual answers suggest we may not really be committed to the change, or don't know how to do it, or perhaps the incentives aren't right. And, in many, many cases, these usual answers are not very good.

In this fast-moving, experiential, and interactive event, harvard professor robert kegan will introduce us to a novel learning space for the purposes of exploring a concept he and his colleague, lisa lahey, call "the immunity to change." participants will have the opportunity to draft a conceptual map diagnosing their own "immunity to change" as it relates to a personal high-value goal, and to consider, before leaving, a variety of approaches they might take to overturning it.