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Deep Change

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Table of Contents

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

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.


"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.

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