| Description |
1 online resource (xix, 236 pages : illustrations ; 24 cm) |
| Series |
Jossey-Bass business & management series |
|
Jossey-Bass business & management series.
|
| Contents |
Machine derived contents note: 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 |
| Summary |
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 |
| Bibliography |
Includes bibliographical references (pages 231-232) and index |
| Notes |
Print version record |
| Subject |
Leadership.
|
|
Organizational change -- Management.
|
| LC no. |
96022674 |
| ISBN |
0787902446 |
|
