Deep Change: Discovering the Leader Within (Jossey-Bass Business & Management)

For those on a path to slow career death - a path that also affects the competitiveness, progress, and overall health of the organizations in which we work - Deep Change offers a survival manual for finding our own internal leadership power and learning the most important skill of all to triumph in the face of change: to "know thyself". Exploring the dynamic process of deep change and learning the new ways of thinking and behaving it requires can put an end to the slow death dilemma forever. In defining this process, author Robert E. Quinn, a renowned expert on organizations and management, demonstrates the crucial importance of deep change as the path to self-understanding and the key to revitalization of the individual and the organization. By finding our own moral core and beginning to see ourselves and our organizations in new and more productive ways, he explains, we can transform ourselves from victims to powerful agents of change. An introspective journey for those of us in the trenches of today's modern organizations, Deep Change is filled with illuminating stories and personal examples of the stages of change and the dangerous effects of refusing to change. It also includes reflective questions and ideas at the end of each chapter to help put insights into action.

This manual, designed for those who spend much of their day trying to stay afloat in an organization, helps readers see themselves and their organizations in new and more productive ways. It uses stories to give advice on how to arrive at a position of peace, power, freedom and influence.

For those on a path to slow career death - a path that also affects the competitiveness, progress, and overall health of the organizations in which we work - Deep Change offers a survival manual for finding our own internal leadership power and learning the most important skill of all to triumph in the face of change: to "know thyself". Exploring the dynamic process of deep change and learning the new ways of thinking and behaving it requires can put an end to the slow death dilemma forever. In defining this process, author Robert E. Quinn, a renowned expert on organizations and management, demonstrates the crucial importance of deep change as the path to self-understanding and the key to revitalization of the individual and the organization. By finding our own moral core and beginning to see ourselves and our organizations in new and more productive ways, he explains, we can transform ourselves from victims to powerful agents of change. An introspective journey for those of us in the trenches of today's modern organizations, Deep Change is filled with illuminating stories and personal examples of the stages of change and the dangerous effects of refusing to change. It also includes reflective questions and ideas at the end of each chapter to help put insights into action.

Robert E. Quinn has written a survival manual for anyone trying to stay afloat in a constantly changing organization. Through a series of stories, Quinn offers a new path that will help people in the trenches of today's modern organizations move beyond daily struggles into a position of peace, power, freedom and influence.Deep Change explores the process of internally driven leadership?where the most important skill is to "know thyself." It is not only about change management but also a new way of thinking about change and how it affects our lives. The author inspires readers to discover new ways of seeing and responding?allowing them to see themselves and their organizations in new and more productive ways.

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.

Includes bibliographical references (p. 231-232) and index.

ROBERT E. QUINN helps business and goverrnment leaders understand the paradoxes, competing demands, and contradictons of organizational life through his teaching, consulting, and his published works. He is professor of organizational behavior and human resource management at the Graduate School of Business, University of Michigan-Ann Arbor and consults with hundreds of organizations, including Fortune 500 companies, public agencies, and volunteer organizations.

Preface

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