Deep Change: Discovering the Leader Within Tapa dura - 1996

Descripción de contraportada

As fast, furious, and constant change takes root in our everyday work lives, putting pressure on both organizations and individuals to adapt or perish, many of us are choosing a dangerous tactic: keeping our heads down, our mouths shut, and simply taking our paychecks to the bank--a no-passion, no-risk, no-commitment work ethic. 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.

Through the simple power of self-knowledge that fuels the passion, vision, and willingness to take risks that create excellence, Deep Change reveals the remarkable capacity each of us holds to change ourselves and, ultimately, our organizations.

Descripción de la solapa

As fast, furious, and constant change takes root in our everyday work lives, putting pressure on both organizations and individuals to adapt or perish, many of us are choosing a dangerous tactic: keeping our heads down, our mouths shut, and simply taking our paychecks to the bank--a no-passion, no-risk, no-commitment work ethic. 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.

Through the simple power of self-knowledge that fuels the passion, vision, and willingness to take risks that create excellence, Deep Change reveals the remarkable capacity each of us holds to change ourselves and, ultimately, our organizations.

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Citas

• Library Journal, 09/15/1996, Page 78