Deep Change: Discovering the Leader Within / Edition 1by Robert E. Quinn
Pub. Date: 08/28/1996
Don't let your company kill you!
Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power. By helping us learn new ways of thinking and behaving, it shows how we
Don't let your company kill you!
Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power. By helping us learn new ways of thinking and behaving, it shows how we can transform ourselves from victims to powerful agents of change. And for anyone who yearns to be an internally driven leader, to motivate the people around them, and return to a satisfying work life, Deep Change holds the key.
Table of Contents
Part One: Deep Change or Slow Death
1. Walking Naked into the Land of Uncertainty
2. Confronting the Deep Change or Slow Death Dilemma
Part Two: Personal Change
3. The Fear of Change
4. The Heroic Journey
5. Finding Vitality
6. Breaking the Logic of Task Pursuit
7. A New Perspective
8. Confronting the Integrity Gap
9. Build the Bridge as You Walk on It
Part Three: Changing the Organization
10. Denying the Need for Change
11. Finding the Source of the Trouble
12. When Success Is the Engine of Failure
13. The Tyranny of Competence
14. The Internally Driven Leader
Part Four: Vision, Risk, and the Creation of Excellence
15. Overcoming Resistance
16. From Manager to Leader
17. Why Risk is Necessary
18. The Transformational Cycle
19. Excellence is a Form of Deviance
20. Confronting the Undiscussable
21. A Vision from Within
22. The Power of One
23. The Power of Many
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Although much attention has been devoted to understanding employee resistance to change, relatively little research examines the impact that positive leadership can have on organizational change. To help fill this need, Robert Quinn make the case that leaders can best bring about positive change in organizations by focusing on changing their behaviors. Resistance is an inevitable response to any major change. Quinn argues that leadership naturally rushes to defend the status quo if they feel their security or status is threatened. This attitude can lead the organization toward "slow death." When leaders change themselves, this can yield improvements in quality, morale, productivity and ultimately profits for the organization. Quinn's theories and case studies makes this book a useful resource for managers who are looking for something more than superficial answers to difficult questions about leadership.
This book is for readers who are ready to look inside themselves in order to change their organizations. It isn't a book for novices. You need a fair amount of business experience to have the perspective to understand author Robert E. Quinn's message. Likewise, you need to have enough invested in your current organization to care if it changes. Quinn offers some theoretical analysis, but leavens it with ample practical examples and exercises. If you have a job, rather than a career, or if you are committed to staying in a narrow, technical field or just waiting for your retirement, skip this book. However, if you're willing to engage in extended self-examination, we suggest this to you. However, be warned that that many of Quinn's drills are emotionally challenging, such as identifying how you resist change or pegging which elements of your organization are more committed to the status quo than to success. But, then, whoever said change was easy?
In my fourteen years of teaching as well as my nineteen years as a student, this is one of my top three favorite 'life-changing' books. It made me think ~ really think.
Like all of his work, I highly recommend this book. Robert Quinn has made extraordinary contributions to our field. Dr. Michael Beitler, Author of 'Strategic Organizational Change'
Robert Quinn writes in a clear, articulate manner which makes the information interesting and useful and the reading an unqualified pleasure. The book is full of examples of his work, which are interesting and informative. I especially appreciated hearing about some of the cases in which his involvement did not generate *deep change.* Even the masters have their WAterloos. There is much wisdom in this book. I recommend it, highly.