Plateaus, Individuals, and Change 1

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Hello, Dennis! My name is Angela B. I look forward to working with you on this Essay Center
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*Writing Strength:
You use good headings for the body paragraphs in your draft. Let me show you a sample heading you
used:

The Socialized Mind

Using headings makes it easier for your readers to follow the draft by clearly identifying what part of
the paper you are discussing. Well done, Dennis!

Main Idea/Thesis
Your thesis statement lacks information. Your readers are hoping for some sort of indication of
how that main idea will be developed, but they are provided with a statement that does not cover
most of what the paper will discuss. I will be quoting your thesis statement below:

The process of growth is a lifelong learning process that possibly alternates within, and about the
consciousness of the three plateaus to be connected within a group, the community culture, and
other life events where systems of the social world have an impact on the individual.

Your statement does not contain information on the papers discussion about the socialized mind
and other subtopics. Your thesis statement will benefit from more information based on the
answers to questions such as What are the things that will be discussed in this essay? and What
information can I add to this so that it reflects the main idea and body paragraphs of my essay?.
You may read more about Developing a Thesis in your Writers Handbook.

Content Development
Your draft contains points that are underdeveloped, Dennis. A well-developed paragraph leaves the
reader feeling that the information given is thorough and complete. One good way to develop ideas is
through making a point, providing an example, and explaining how that point relates to your thesis.

P: Make a point: As a leader, he was fired not long after that.

I: Illustrate the point: What were the grounds for being fired? What does this have to
do with being a leader?

E: Explain how this point relates to the thesis.

*DENNIS 9753054 has requested that you respond to the Grammar & Mechanics:
I have observed that some of your sentences contain unnecessary commas. This is a problem because
it creates unnecessary pauses in your readers experience while going through your essay. It can
cause confusion, and it will hamper the readers understanding of your sentences.

I will be quoting an excerpt that contains this error from your draft:

Unless, the individual has prior experience within the industry, and knows the expectations and
commitments to the job, and where management expectations are fully encountered.
Plateaus, Individuals, and Change 2

Commas should be used to separate items in a list, join independent clauses separated by a
conjunction, and separate introductory elements from the main sentence. It should not be used to
separate a dependent clause from an independent clause.

For example:

Correct: Although Myers includes many convincing logical arguments through the use of
historical facts, her readers may doubt her objectivity because of her sarcastic tone.

Incorrect: Although, Myers includes many convincing logical arguments through the use of
historical facts, her readers may doubt her objectivity because of her sarcastic tone.

You may use these examples to revise your draft accordingly. Also, you may read more about
Commas in your Smarthinking Writers Handbook.

Summary of Next Steps:

Create a concise thesis statement.

Develop your ideas well.
Remove unnecessary commas from your draft.

Thank you for submitting your essay for a review. I enjoyed helping you with this step in the revision
process. Have a good day, Dennis! Angela B.

You can find more information about writing, grammar, and usage in the Smarthinking Writer's
Handbook.

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Plateaus, Individuals, and Change

Dennis Crouch

ORGL6800-A - LEADERSHIP & ORGANIZ CHANGE SUM17

Robert Morris University

Plateaus, Individuals, and Change 3

Instructor: WILLIAM SHADLE

04/27/2017

Abstract
Individual and corporate change is difficult, and hard. This is because of the culture that

people are born into, and where corporate culture is also unique to change. The potential for

change always exists, but it is up to the individual, company, or corporation to begin the task of

change. Essentially, some type of action must take place as a beginning, and then for the

individual to build upon the advantage of change while the first steps and complications are

taking place.

The plateaus formulate complexities of development, and the mindset of patterns experience

growth with complex patterns or steps in development. Naturally, changing characteristics of the

individual plateau descriptions can be achieved through measurements of progress or change.

Plateaus, Individuals, and Change 4

Sure, there are limitations that can occur along with hidden challenges, and that hopefully will be

uncovered and given meaning to the process of change.

Introduction

Three plateaus are about adults, and mental complexity in relationships between meaning

systems the socialized mind, self-authoring mind, and self-transforming mind (Robert

Kegan, 2009, pp. 402, 403). Depending on the individual environments, and culture, there are

conditions by which thought patterns and self-regulation contribute to the complexity of

plateaus, patterns, and the mental complexity about relationships. Consequently, when

concerning the work environment, change can operate at a complexity where the individual is

tasked, and creates unknown pressures that could act as resistance. The process of growth is a

lifelong learning process that possibly alternates within, and about the consciousness of the three
Plateaus, Individuals, and Change 5

plateaus to be connected within a group, the community culture, and other life events where

systems of the social world have an impact on the individual.

The Socialized Mind

At some point, reciprocity and trust can begin the process of describing the first plateau

about the socialized mind. The individual is part of an organization where he is either part of

team, or working group when employed. People are hired for jobs at whatever it might be, and

the individual is likely hired because they are reliant as dependable trait for the employer, as

way of knowing a reliance, as a way of employee recruitment tactics that show a reciprocity of

dependence and dependability. Both the employer and employee now have an understanding, by

which each are dependent upon each other for working conditions, at various structured levels.

The process of growth should not have any tensions, and because the individual had chosen the

type of work she has become committed with. [Why exactly will it not have any tensions?

Clarify this for your readers.] Most everyone has unfamiliar surroundings when beginning a

new job or career, and it takes a while to adjust to finding the direction of how the layout of the

building and office might be. The first few weeks are the entre or introduction to the task, and

responsibilities where trends and impulsive behaviors are developing, and with an example of an

assembly line or administrative areas, where work teaches self-alignment to the daily routine.

Although, it might be safe to say, it takes about a year for the average employee to correctly

align themselves to the job, and company. Unless, the individual has prior experience within the

industry, and knows the expectations and commitments to the job, and where management

expectations are fully encountered. This type of involvement requires the ability to comprehend

advanced ideas and the ability to internally process associated information that is required when

the job is started, runs, and/or is completed. A typical machinist job would prove the description
Plateaus, Individuals, and Change 6

effective, and especially on rotating shifts, when more abstract and internal thinking is required

and meets managements expectations of production.

The ever-faithful follower can make commitments to management, and the company

whenever there is a need for additional support or working effort. By now, the follower has

gained experience while bein endable, and has confidence with direction and alignment to the

companys vision and goals. The amount of time that it takes to reach this level, and commitment

ability will vary on performance, and the ability of the employee. [ It appears that you have

an unnecessary comma in a compound object. Consider removing it.] The now faithful

follower is aware of their consciousness and internal processing ability for job requirements and

the ability to share ideas, and communicates well with his group. Basically, the socialized mind

is now becoming a team player, or became a team player that is respected, accepted, and is

supported by the group, and she supports the group.

Self-Authoring Mind

Whatever the case might be concerning the transition from the accomplished team

player (socialized mind) to the self-authoring mind; she now has independence, and conventional

skills (Gardner H. , Responsibility at Work, 2007, p. 100) that are ready to step into the more

independent mode of thinking, and makes the transition. The self-authoring mind is now working

more independently from a socialized mind perspective as confidence is becoming more

understood as an independent worker, and responsibility is more evident. Information of

responsibility is now more learned, and now management begins to have a better trust about the
Plateaus, Individuals, and Change 7

judgment of the individual. The direction once sought or directed from, now is part of his own

culture, (Gardner H. E., 2011, p. 28) and that gives added advantage of problem solving skills

that are needed, mastered, and begins to present necessary leadership skills for the future and

responsibility, if cultured towards the goal of management.

Subsequently, the author inserts a tale about groupthink (Robert Kegan, 2009, p. 420) with

regards to decisions, and the responsibility of the individual within a group. [What exactly is

groupthink? Explain this to your readers.] Groupthinkers carry a limit to creativity, and just

might be beneficial in some occupations when creative thinking goes against the grain, and

promotes less production. In some areas of production, there has to be good focus, and balance to

maintain profits and losses. Without alternative solutions, creativity is limited, and could lead to

distractions when solutions are sought after, thus creates problems.

Impact

Now, elements of the socialized mind and the self-authoring mind have been introduced, and

some traits described. An impact about change, and the individual dealing with change continues

about when the third plateau of complexity is then becoming a self-transforming mind. Of the

three plateaus, the first impact on individuals dealing with change, is being independent. The

impact of information and responsibility has changed, and the direction of the individual grants

her ambitions from seeking direction to problem finding.

The foundation of being reliant on information has transformed from a base direction that is

at a conflict, and where problem solving and problem finding is the quandary. Can you imagine

that your job is to find problems, and then make a solution? And, to add benefit of an example; at

a former job, long in my past work history was a machinist whose job it was to find problems

that need fixing. One day he was caught copying a piece of machinery to fix a problem, and then
Plateaus, Individuals, and Change 8

taking credit for making a part that was easily ordered, and had cost much less than man hours

put into making the part. As a leader, he was fired not long after that. The complexity of problem

solving and finding has needed conflict, and conflict that is not wanted. Many new leaders are

imprinted with contradictions that are not like the old days of being a follower but new, and

sometimes none inviting conflicts. Learning to lead is in the self-transforming mind and whether

groups being led are small or big, cohesiveness (Ranald B Adler, 2003, p. 301) can be for the

most part good, but can also drag a project down within different levels, that show inability to

lead the group in the right direction. Thus, proving contradiction for advancement of a project

when difficulty presents its self with cost, lack of parts, or even communication.

Change

In consideration of complexity, and the three plateaus mostly takes place between the self-

authoring mind, and the self-transforming mind. Readily, the difference lays between the agenda

leader and the meta-leader. The complexity happens in the transition of leadership, when agenda

vs. meta, and to include the type of leaning and leading styles. The agenda, is the plan where the

leader is leading but not as much when considering the self-transforming mind, as it could be an
Plateaus, Individuals, and Change 9

essential task to learn the agenda (Robert Kegan, 2009, p. 302) and act in the transforming

agenda.

Conclusion

For growth in leadership, then a transformation of individual or corporate success in growth

must occur, and the author of the book anticipates individuals are in a position furthering to

succeed in their role as a leader with the advantage with new opportunities. The ability to accept

complexity and role changes are part of the game, and the dream within new experiences. There

are places in time for the corporation or individuals career to develop, and parallel new

transformations with others, as groups and leaders.

The impact and change happens not all at once, but at different stages in time (complexity)

when he is ready or developed enough for transitioning into a new role or phase. The impact of

change is a comparison of ability, and whether she is ready for responsibility over the life time of

a career. However, there are set backs when jobs, or responsibility changesbut, advantages can

take place, and when a job or roll of responsibilities complement each other, thus creating a

positive transformation into the next plateau of change.

Mildly to say, stability is part of the plateau, and mental complexity. Without stability, the

individual cannot succeed to the next hierarchy mental development. Expectations must be met

or the limits of success will be lowered. The foundations of the socialized mind cannot develop

without the want or need of the group, as well as the group in need of the individual. Its a two-

way street between the leader and the follower to develop stability. Judgement might not always

be the key to alignments, but choices in the working environment makes the complexity of belief

systems more evident, and sometimes obvious or not to the self-authoring mind. Again, stability

is part of the complexity, and grants or prevents change. Lastly, the self-transforming mind, finds
Plateaus, Individuals, and Change 10

stability by what works in the mist of complexity, changes, and transformations where leaders

learn, and become good followers within a circle of changing plateaus.

References
Bennis, W. G., & Thomas, R. J. (2007). Leading for a Lifetime. Cambridge, MA: Harvard
Business School Press.
Gardner, H. (1982). In H. Gardner, Art, Mind, and Brain (p. 380). Basic Books.
Gardner, H. (2007). Responsibility at Work. San Fransico, CA, USA: Jossey-Bass.
Gardner, H. E. (2011). Leading Minds: An Anatomy Of Leadership. New York, US. Retrieved
from http://www.ebrary.com
Jowett, T. b. (2014). THE REPUBLIC OF PLATO. New York: Open Road Integrated Media,
Inc.
Plato. (2014). THE REPUBLIC. New York: Open Road Integrated Media, Inc. Kindle Edition.
Ranald B Adler, G. R. (2003). Understanding Human Communication. New York, New York:
Oxford Community Press, Inc.
Robert Kegan, L. L. (2009). Immunity to Change. Boston: Harvard Business School Publishing,
First eBook Edition: March 2009.
Plateaus, Individuals, and Change 11

Week 1 Written Assignment

Kegan and Lahey talk about the three plateaus in adult mental complexity.
Write a paper that identifies and explains these plateaus.

In the paper discuss how these plateaus have an impact on individuals dealing with change.

Kegan, Robert; Lahey, Lisa Laskow. Immunity to Change: How to Overcome It and Unlock
the Potential in Yourself and Your Organization (Leadership for the Common Good) (Kindle
Location 435). Harvard Business Review Press. Kindle Edition.

Kegan, Robert; Lahey, Lisa Laskow. Immunity to Change: How to Overcome It and
Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good)
(Kindle Locations 402-403). Harvard Business Review Press. Kindle Edition.

Kegan, Robert; Lahey, Lisa Laskow. Immunity to Change: How to Overcome It and Unlock
the Potential in Yourself and Your Organization (Leadership for the Common Good) (Kindle
Location 420). Harvard Business Review Press. Kindle Edition.

Kegan, Robert; Lahey, Lisa Laskow. Immunity to Change: How to Overcome It and Unlock
the Potential in Yourself and Your Organization (Leadership for the Common Good) (Kindle
Location 302). Harvard Business Review Press. Kindle Edition.