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"Yesterday, I was clever, so I wanted to change the world. Today, I am wise, so I am changing myself.” (Persian Poet Rumi) Consistent with Rumi’s quote, the National Science Foundation (NSF) ADVANCE grant program is based upon the premise that change toward increased representation and advancement of women in STEM careers begins within: within our own institutions of higher education, and the structures, policies, programs, cultures and individuals that define and inhabit them. And yet, change in academe is slow and difficult, as those engaged in ADVANCE work have experienced over and over again since the program was established in 2001. This difficulty may be explained by the concept of immunity to change (ITC), which was introduced by social psychologists Robert Kegan and Lisa Lahey (2009). They found that merely recognizing barriers to change is often not enough, even in cases where individuals and groups are truly committed to change. The barriers may be hard to discover and even harder to overcome. They may exist for valid reasons and be indicative of “immunities to change.” These immunities stem from competing commitments and hidden assumptions that serve to protect us against any perceived possibilities of loss or threat involved in change but also then undermine our change goals. Individuals, as well as teams or entire organizations, can find themselves “stuck,” trying their best to change and yet continuing to engage in behaviors that undermine the change goal.