Why people are hard to change —— An interview with Robert Kagan, a professor of adult learning and career development at Harvard University, and Li, director of the research department of the Graduate School of Education at Harvard University It is common that people change themselves. The reasons behind it are different. Some people think that people are unwilling to change, perhaps because they are afraid of losing their strength, perhaps because they are afraid of leaving their psychological comfort zone, or perhaps because of the deep-rooted laziness, stubbornness and weakness of human nature. However, two psychologists from Harvard University pointed out that there are deeper reasons why people are unwilling to change. For example, a medical survey shows that if a cardiologist tells patients with severe heart disease that they will die if they don't change their living habits such as diet and smoking, even in this case, only one in seven people will really change their living habits. To be sure, six of the other seven people also want to survive. They don't lack a sense of urgency, and their motivation for change is quite strong. However, they just can't change themselves. If people can't make the changes they desperately want when their lives are threatened, how can you expect employees to respond to the company's change requirements? Obviously, we need to know what prevents people from changing. Robert, Professor of Adult Learning and Career Development of Wilhelmj and Han Couples at Harvard University? Kagan and his collaborator Lisa, director of research at Harvard University's Graduate School of Education? Lasker? Hailati, who has been doing relevant research in the past decades, has put forward a theoretical model called change immunity to explain the psychological reasons why human beings and organizations cannot change; At the same time, they put forward the analysis method of making immune X-rays to diagnose and treat this revolutionary immune phenomenon. The two psychologists also applied their research and set up a consulting company to provide coaching services for many institutions and individuals with their own theories. Customers are financial and technical enterprises, railways, trade unions, schools, hospitals, government departments, and even the CIA and McKinsey consulting company in the United States. They also contributed to the educational reform of Harvard University itself. Professor Kagan himself was the co-director of the medical education reform project jointly established by Harvard Medical School and Harvard College of Education, and also the director of the Institute of Educational Management and Leadership of Harvard University. In their view, if human beings can overcome the psychological reasons of being unwilling to change, they can greatly release the potential of individuals and organizations. In the research and practice of transforming immunity, two scholars profoundly pointed out that the heart patient's desire for survival is very sincere, even when he lit a cigarette. The change didn't happen, because we all wanted to put one foot on the accelerator and the other foot on the brake. This is our inherent contradiction. Two scholars pointed out that changing immunity is not entirely a bad thing. In most cases, the immune system will cleverly protect us. However, sometimes, when the immune system rejects new substances transplanted from inside or outside the body, and the body needs these new substances to treat or maintain health, this immune system will put us at risk. In the interview, they also introduced a set of procedures for drawing immune X-rays to help people find their immune system. This process will help us honestly examine what actions we have that run counter to our goals. Next, we need to find the competitive commitment behind these behaviors and the assumptions behind the commitment. We often find that some hidden major assumptions are incorrect, and then break through the obstacles of change on this basis.