Deep Change: Discovering the Leader Within (Jossey-Bass Business & Management Series)
by Robert E. Quinn
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List Price: $27.95
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Manufacturer: Jossey-Bass
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Average Customer Rating:  
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Binding: Hardcover
Dewey Decimal Number: 658.406
EAN: 9780787902445
ISBN: 0787902446
Label: Jossey-Bass
Number Of Items: 1
Number Of Pages: 256
Publication Date: 1996-08-14
Publisher: Jossey-Bass
Studio: Jossey-Bass
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Spotlight customer reviews:
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Customer Rating:
Summary: Enlighening
Comment: Deep change is an enlightening book that really makes one stop and look at where you are in life and if you are truly happy with yourself. This book has opened my eyes and made me realize I need to make some deep changes in my life in order to achieve happiness. I would highly recommend this book for anyone wanting to be a better person.
Customer Rating:
Summary: Excellent read w/some weaknesses
Comment: This book is an excellent book for generic change issues. Quinn covers a lot of issues that will help business execs in a variety of situations. Having been a small business owner for years, I saw a number of things that would have helped me in those days. For example, he talks about willingness to change. He couches this topic with the sentence that starts out with 'walk naked into...'! He knows how to hook a reader, yet doesn't throw in a myriad of illustrations (like some other authors in this field). I found myself wanting to immediately apply every chapter as I read it.
After years of small business activity, I find myself now leading a church in Illinois. An excellence course I am taking recommended this book. I can see a lot of applications for churches as well. However, I find that I disagree with his premise that you can change yourself. So many people I work with lack the ability to transform themselves, and I am unconvinced his 'alignment' idea is all that is needed.
For the Christian business leader or church member or pastor, the power to change must come from an encounter with God through prayer and scripture meditation. Instead of reinventing ourselves, we die daily to our old nature and put on the new man in Christ Jesus. This enables us to flexibly apply Quinn's excellent principles.
So I would only add some good old Christian theology to the power points in his message. Otherwise I think this is a great book and I heartily recommend it.
Customer Rating:
Summary: An excellent read...
Comment: I had to read this book for my executive MBA program, and the class agreed that it was a very relevant and enlightening experience. I work for a large company that had a big merger pending, and I ordered copies for the senior managers that report to me. It is thought-provoking and helps one re-examine oneself with rich anectodes and vignettes that keep the book from descending into psycho-babble or abstract theory.
I highly recommend this book for anyone that is interested making difficult changes in their lives. The fact that Quinn addresses change in both a personal and professional environment makes this book a useful tool for self-enrichment or teams. There are thought-provoking discussion and/or self-reflection questions at the end of each chapter that allow the reader to take what the author has discussed and relate it to their own situation.
Customer Rating:
Summary: Excellent read on real change
Comment: Quinn's purpose in writing Deep Change is to challenge the reader to recognize that everyone is a potential change agent, if they are willing to take the difficult, yet necessary steps to experience deep personal change. He lays a strong foundation by first differentiating between deep change and incremental change. There is little doubt that most change that takes place in the life of an individual is incremental. Because people are uncomfortable with major change they choose to move in small steps. The possible exception to the choice of incremental change occurs when a person is faced with a major crisis. For example, when a person experiences a heart attack, they are motivated to make deep lifestyle changes in habits such as smoking or dietary chooses. Or when a marriage is on the brink of divorce, marriage partners are motivated to make sweeping changes in how they communicate or handle conflict. However, beyond these periodic times of being motivated by crisis, people usually make changes slowly and incrementally, rather than making needed deep change.
The tendency towards incremental change over deep change is also true on an organizational level. Rarely do organizations, including the church, make deep major changes. While it may be argued that leadership needs to be mindful of bringing people along in the midst of change, there are certainly times that organizations need to experience deep change to survive. Quinn is correct in stating that without deep change, routine patterns move organizations increasingly toward decay and stagnation. This is true in the life of the church today. The church has grown comfortable with the patterns of ministry from years past and as a result has lost much of its influence in the changing culture.
One of Quinn's foundational themes is that personal deep change must precede deep change within a system or organization. While most of the time organizational change is seen as a top-down process, Quinn argues that it can also happen from the bottom-up. He states that deep change requires a personal evaluation of the ideologies that under gird the organizational culture. This is a refreshing insight that has application to other relational contexts. As people desire to see change in the lives of others, whether in parenting, marriage or work relationships, they first need to examine what changes need to occur in themselves. It is true that we do not easily recognize the part that we play in the problem. This thought is consistent with the words of Jesus in Matthew 7:3, "Why do you look at the speck of sawdust in your brother's eye and pay no attention to the plank in your own eye?"
Another topic that is very applicable to numerous arenas of life is Quinn's discussion of the logic of task pursuit. Most people, under the pressure of task completion, have no opportunity to consider routine maintenance. This is true in the life of the individual on multiple levels. If a person does not take time to experience physical renewal through rest and exercise the body will experience exhaustion. This is certainly true with the spiritual life as well. People need to carve out time from the pursuit of tasks to spend time alone with God. The logic of task pursuit is also true in the life of the church. Each church needs to set aside time to revisit its mission and to ensure that the work of the church is in alignment with that mission.
Other helpful insights are found in Quinn's discussion on why organizational change doesn't take place. He states that the dominant coalition in an organization is seldom interested in making deep changes. Therefore, deep change is often driven from the outside. This has been true in the life of many organizations. Furthermore, there are pressures within most organizations to conform to the prevailing structure. Quinn does an excellent job of identifying the barriers of bureaucratic culture, embedded conflict, and personal time constraints. It is helpful to recognize that in most cases people do not need new skills and competencies, but instead they need a new perspective that allows them to act as empowered leaders in a changing organization. While this section on overcoming resistance to change was helpful, it would have been strengthened with practical examples of how individuals brought about significant change.
There is also much to appreciate with Quinn's emphasis on the transitions from the technical, the transactional, and the transformational paradigms. Quinn's description of each paradigm and the paradigm's representative would prove to be very beneficial to any organizational leader's attempt to understand those that they lead and the unique perspective they hold about the organization.
Finally the culmination of Quinn's emphasis on empowerment and ultimate transformation of an organization is what he refers to as the transformational cycle. The cycle is a helpful visual reminder that deep change does not come to a point of completion. It is a cycle that will itself become routine and stagnate if there is not a time of reinvention and realignment of self and the organization.
While written from a business perspective, Deep Change is applicable for anyone who desires to bring about change within an organization. The book is structured in an easy to follow format and includes reflection and discussion questions at the end of each chapter to provide further assistance to the reader in taking steps towards deep change, on both a personal and organizational level.
Customer Rating:
Summary: Deep Change
Comment: Absolutely one of the best personal and leadership books I have ever used.
Very practical applications. Plan to use as a reference for my managerial library.
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Editorial Reviews:
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Customer Rating:
Summary: Enlighening
Comment: Deep change is an enlightening book that really makes one stop and look at where you are in life and if you are truly happy with yourself. This book has opened my eyes and made me realize I need to make some deep changes in my life in order to achieve happiness. I would highly recommend this book for anyone wanting to be a better person.
Customer Rating:
Summary: Excellent read w/some weaknesses
Comment: This book is an excellent book for generic change issues. Quinn covers a lot of issues that will help business execs in a variety of situations. Having been a small business owner for years, I saw a number of things that would have helped me in those days. For example, he talks about willingness to change. He couches this topic with the sentence that starts out with 'walk naked into...'! He knows how to hook a reader, yet doesn't throw in a myriad of illustrations (like some other authors in this field). I found myself wanting to immediately apply every chapter as I read it.
After years of small business activity, I find myself now leading a church in Illinois. An excellence course I am taking recommended this book. I can see a lot of applications for churches as well. However, I find that I disagree with his premise that you can change yourself. So many people I work with lack the ability to transform themselves, and I am unconvinced his 'alignment' idea is all that is needed.
For the Christian business leader or church member or pastor, the power to change must come from an encounter with God through prayer and scripture meditation. Instead of reinventing ourselves, we die daily to our old nature and put on the new man in Christ Jesus. This enables us to flexibly apply Quinn's excellent principles.
So I would only add some good old Christian theology to the power points in his message. Otherwise I think this is a great book and I heartily recommend it.
Customer Rating:
Summary: An excellent read...
Comment: I had to read this book for my executive MBA program, and the class agreed that it was a very relevant and enlightening experience. I work for a large company that had a big merger pending, and I ordered copies for the senior managers that report to me. It is thought-provoking and helps one re-examine oneself with rich anectodes and vignettes that keep the book from descending into psycho-babble or abstract theory.
I highly recommend this book for anyone that is interested making difficult changes in their lives. The fact that Quinn addresses change in both a personal and professional environment makes this book a useful tool for self-enrichment or teams. There are thought-provoking discussion and/or self-reflection questions at the end of each chapter that allow the reader to take what the author has discussed and relate it to their own situation.
Customer Rating:
Summary: Excellent read on real change
Comment: Quinn's purpose in writing Deep Change is to challenge the reader to recognize that everyone is a potential change agent, if they are willing to take the difficult, yet necessary steps to experience deep personal change. He lays a strong foundation by first differentiating between deep change and incremental change. There is little doubt that most change that takes place in the life of an individual is incremental. Because people are uncomfortable with major change they choose to move in small steps. The possible exception to the choice of incremental change occurs when a person is faced with a major crisis. For example, when a person experiences a heart attack, they are motivated to make deep lifestyle changes in habits such as smoking or dietary chooses. Or when a marriage is on the brink of divorce, marriage partners are motivated to make sweeping changes in how they communicate or handle conflict. However, beyond these periodic times of being motivated by crisis, people usually make changes slowly and incrementally, rather than making needed deep change.
The tendency towards incremental change over deep change is also true on an organizational level. Rarely do organizations, including the church, make deep major changes. While it may be argued that leadership needs to be mindful of bringing people along in the midst of change, there are certainly times that organizations need to experience deep change to survive. Quinn is correct in stating that without deep change, routine patterns move organizations increasingly toward decay and stagnation. This is true in the life of the church today. The church has grown comfortable with the patterns of ministry from years past and as a result has lost much of its influence in the changing culture.
One of Quinn's foundational themes is that personal deep change must precede deep change within a system or organization. While most of the time organizational change is seen as a top-down process, Quinn argues that it can also happen from the bottom-up. He states that deep change requires a personal evaluation of the ideologies that under gird the organizational culture. This is a refreshing insight that has application to other relational contexts. As people desire to see change in the lives of others, whether in parenting, marriage or work relationships, they first need to examine what changes need to occur in themselves. It is true that we do not easily recognize the part that we play in the problem. This thought is consistent with the words of Jesus in Matthew 7:3, "Why do you look at the speck of sawdust in your brother's eye and pay no attention to the plank in your own eye?"
Another topic that is very applicable to numerous arenas of life is Quinn's discussion of the logic of task pursuit. Most people, under the pressure of task completion, have no opportunity to consider routine maintenance. This is true in the life of the individual on multiple levels. If a person does not take time to experience physical renewal through rest and exercise the body will experience exhaustion. This is certainly true with the spiritual life as well. People need to carve out time from the pursuit of tasks to spend time alone with God. The logic of task pursuit is also true in the life of the church. Each church needs to set aside time to revisit its mission and to ensure that the work of the church is in alignment with that mission.
Other helpful insights are found in Quinn's discussion on why organizational change doesn't take place. He states that the dominant coalition in an organization is seldom interested in making deep changes. Therefore, deep change is often driven from the outside. This has been true in the life of many organizations. Furthermore, there are pressures within most organizations to conform to the prevailing structure. Quinn does an excellent job of identifying the barriers of bureaucratic culture, embedded conflict, and personal time constraints. It is helpful to recognize that in most cases people do not need new skills and competencies, but instead they need a new perspective that allows them to act as empowered leaders in a changing organization. While this section on overcoming resistance to change was helpful, it would have been strengthened with practical examples of how individuals brought about significant change.
There is also much to appreciate with Quinn's emphasis on the transitions from the technical, the transactional, and the transformational paradigms. Quinn's description of each paradigm and the paradigm's representative would prove to be very beneficial to any organizational leader's attempt to understand those that they lead and the unique perspective they hold about the organization.
Finally the culmination of Quinn's emphasis on empowerment and ultimate transformation of an organization is what he refers to as the transformational cycle. The cycle is a helpful visual reminder that deep change does not come to a point of completion. It is a cycle that will itself become routine and stagnate if there is not a time of reinvention and realignment of self and the organization.
While written from a business perspective, Deep Change is applicable for anyone who desires to bring about change within an organization. The book is structured in an easy to follow format and includes reflection and discussion questions at the end of each chapter to provide further assistance to the reader in taking steps towards deep change, on both a personal and organizational level.
Customer Rating:
Summary: Deep Change
Comment: Absolutely one of the best personal and leadership books I have ever used.
Very practical applications. Plan to use as a reference for my managerial library.
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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