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Deep Change: Discovering the Leader within (JB US nonFranchise Leadership)
 
 

Deep Change: Discovering the Leader within (JB US nonFranchise Leadership) (Hardcover)

by Robert E. Quinn (Author) "When most of us talk about change, we typically mean incremental change ..." (more)
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Product details

  • Hardcover: 256 pages
  • Publisher: Jossey Bass; Stated 1st Edition. edition (31 Jul 1996)
  • Language English
  • ISBN-10: 0787902446
  • ISBN-13: 978-0787902445
  • Product Dimensions: 23.1 x 15.5 x 2.3 cm
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon.co.uk Sales Rank: 228,329 in Books (See Bestsellers in Books)
  • See Complete Table of Contents

Product Description

Review

"Deep Change should be mandatory reading for every business leader seeking the strength, direction, energy, and inspiration to shape organizational transformation." –Thomas C. Jones, president, CIGNA Individual Insurance.


Product Description

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.

Inside This Book (Learn More)
First Sentence
When most of us talk about change, we typically mean incremental change. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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12 of 12 people found the following review helpful:
4.0 out of 5 stars A passionate appeal for personal change, 6 Sep 1997
By A Customer
Ghandi would be proud. This book if for all the bosses that rant and rave about how everyone else needs to change. The author of this book says that organizational change begins with the "man in the mirror," and that time is of the essence.

The book is easy to read, lots of white space for you to spit or cry when the author leads you down one more set of reasons why we must all take up profound personal change at some time in our life. If not, he argues, we face a slow psychological death. The author also helps us recognize that we're really laughing at ourselves when we read Dilbert in the morning funnies.

The author is a well-respected academic, which makes his message even more impressive (and he gives several examples of leading change in higher education). For those of you still yearning for the joys of graduate school, fear not, he doesn't miss the chance for some self-promotion of his prior research on organizational values. It adds some rigor to his ideas.

Generation Xers are not likely to find this book very helpful, it reaches out much more effectively to those 40-somethings still searching for a singular formula for life and leadership. Each chapter ends with 1-2 pages of self-reflective questions. There are 2 or 3 gut grabbers, but by and large you'll still need to keep your therapy appointment to figure out how to use Quinn's ideas in your daily life.

A wonderful by-product of reading this book is the chance to steal his wonderful quotes and pick up some new phrases (e.g., "getting lost with confidence"). He also describes several exercises that can be used (there's a great case study about a couple where only one person is a non-smoker) and he outlines an interesting leadership development program from the University of Michigan.

Overall, this book requires little investment and really gets you thinking. If your life as a successful leader isn't helping you be all the you can be, then put this one in your shopping cart!

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4 of 4 people found the following review helpful:
4.0 out of 5 stars worth reading, 16 Dec 1998
By A Customer
One of the best titles I've read on the actual process of change. Spells out the process for organization-wide AND for personal change as well. No easy fixes presented, but sounds pretty realistic & based on very valid research findings.
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3 of 3 people found the following review helpful:
4.0 out of 5 stars Change at a Core Level, 21 Dec 2005
By Rolf Dobelli "getAbstract.com" (Switzerland) - See all my reviews
(TOP 50 REVIEWER)    (REAL NAME)   
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?
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