From Library Journal
Business school professor Quinn (Univ. of Michigan; Master Manager, John Wiley, 1995), who believes that people can effect great change in large organizations by changing themselves, has written a self-help book similar to but less structured than Stephen R. Covey's Seven Habits of Highly Effective People (S. & S., 1989). In four sections, he defines "deep change," discusses the need for personal change, provides insights into the perceptions of an internally driven leader, and challenges the reader to develop a vision that includes the creation of excellence. Each chapter is followed by a set of questions that are to be used as springboards to personal and organizational change. His book reads easily, and the presentation is inspirational. Few self-help books aimed at developing an individual's leadership skills are available, recommending this for general readers where there is demand or interest.?S.C. Fair, Ohio Univ., ZanesvilleCopyright 1996 Reed Business Information, Inc.


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.)


Book 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.


Book Info
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. Reveals the remarkable capacity each of us holds to change ourselves, and, ultimately, our organizations. DLC: Organizational change Management.


From the Back Cover
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.


About the Author
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.

ANNOTATION

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.

FROM THE PUBLISHER

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.

SYNOPSIS

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.

FROM THE CRITICS

Library Journal