Deep Change

ROBERT E. QUINN, author of Beyond Rational Management (Jossey-Bass, 1991) and Becoming a Master Manager (2nd edition, 1996), helps business and government leaders understand and manage organizational life through his teaching, consulting, books, and numerous published articles. He holds the Margaret Elliot Tracy Collegiate Professorship of organizational behavior and human resource management at the Graduate School of Business, University of Michigan, Ann Arbor.

"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.

• PrefacePart One: Deep Change or Slow Death1. Walking Naked into the Land of Uncertainty2. Confronting the Deep Change or Slow Death DilemmaPart Two: Personal Change3. The Fear of Change4. The Heroic Journey5. Finding Vitality6. Breaking the Logic of Task Pursuit7. A New Perspective8. Confronting the Integrity Gap9. Build the Bridge as You Walk on ItPart Three: Changing the Organization10. Denying the Need for Change11. Finding the Source of the Trouble12. When Success Is the Engine of Failure13. The Tyranny of Competence14. The Internally Driven LeaderPart Four: Vision, Risk, and the Creation of Excellence15. Overcoming Resistance16. From Manager to Leader17. Why Risk is Necessary18. The Transformational Cycle19. Excellence is a Form of Deviance20. Confronting the Undiscussable21. A Vision from Within22. The Power of One23. The Power of Many