Deep Change: Discovering the Leader Within

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Wiley, Aug 14, 1996 - Business & Economics - 256 pages
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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.

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Deep change: discovering the leader within

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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 ... Read full review

Contents

Deep Change or Slow Death 1 Walking Naked into the Land of Uncertainty
3
Confronting the Deep Change or Slow Death Dilemma
15
Personal Change 3 The Fear of Change
31
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About the author (1996)

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.

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