Deep Change
Discovering the Leader Within
Published on 6. September 2010
256 pages
978-0-470-54510-2 (ISBN)
Description
Don't let your company kill you!
Open this book at your own risk. It contains ideas that may lead toa profound self-awakening. An introspective journey for those inthe trenches of today's modern organizations, Deep Change is asurvival manual for finding our own internal leadership power. Byhelping us learn new ways of thinking and behaving, it shows how wecan transform ourselves from victims to powerful agents of change.And for anyone who yearns to be an internally driven leader, tomotivate the people around them, and return to a satisfying worklife, Deep Change holds the key.
Open this book at your own risk. It contains ideas that may lead toa profound self-awakening. An introspective journey for those inthe trenches of today's modern organizations, Deep Change is asurvival manual for finding our own internal leadership power. Byhelping us learn new ways of thinking and behaving, it shows how wecan transform ourselves from victims to powerful agents of change.And for anyone who yearns to be an internally driven leader, tomotivate the people around them, and return to a satisfying worklife, Deep Change holds the key.
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Other editions
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Book
07/1996
Jossey-Bass
€33.00
Shipment within 10-20 days
Person
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.
Content
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
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
