R Munro International Journal of Evidence Based Coaching and Mentoring 2012
Research shows that a desired change, even when attempted, is not always sustained; this is the change paradox. Using a heuristic methodology this study focused on the experiences of six coresearchers as they explored their own change paradox within a coaching setting using the Immunity to Change process. The findings were fused into a synthesis of all the experiences where this dynamic “flow of change” incorporated the emergent themes: recognising the need for change; the familiarity of this change; methods of support needed for maintaining the change. The main conclusion drawn was that this understanding of the dynamic “flow of change” enhances the Immunity to Change process and is potentially a useful addition to the coach’s toolkit.