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Product Description
From Library Journal
Copyright 1996 Reed Business Information, Inc.
Review
When most of us talk about change, we typically mean incremental change. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most helpful customer reviews
2 of 3 people found the following review helpful
2.0 out of 5 stars
Author is in Deep Powder,
By
This review is from: Deep Change: Discovering the Leader Within (Hardcover)
In many ways, I agree with the authors observations of organizational life. I once thought like the author: change is hard, change is painful, change is hell. The author says that first you must experience great pain to call forth the courage to change. The only real change is deep change, and deep change is itself painful. You must take the Hero's Journey to become a transformational leader. When you undergo the deep change, you become aligned with your values and the world. You then make deep and transformational change in your organization, because it's the right thing to do, and your moral authority attracts others to join you. Sadly, most of the big names in Organizational Development think change is nearly impossible. Fortunately, I've come to appreciate that interpersonal and organizational change happens as a result of skill. It's not mystical or spiritual. It's a skill like skiing (but quite a bit more difficult). Most of Quinn's clients seem to ignore his advice (to do deep change). As a potential buyer of this book, do you think you will learn to love skiing and have a blast doing it, if the instructor thinks you have to first suffer greatly, then break your legs, before you can transform yourself into the being of a master skier? If you want to learn how to do change work, don't read business books. Read modern therapy and human potential books. When you understand the workings of the human mind and therapeutic change techniques, you understand how to change yourself and influence those around you. The more you practice the better you become. If you want to make skiing mystical, philisophical, and some painful right of passage, go for it. My preference is make if fun and a great ride. Good intentions, nice metaphors and stories, but off the mark for the reader who wants to do (without the pain).
1 of 1 people found the following review helpful
5.0 out of 5 stars
Change, die or exist,
By Kyle Lassiter "Therapist and Life Coach" (Colorado, United States) - See all my reviews
This review is from: Deep Change: Discovering the Leader Within (Hardcover)
Organizations and people adapt to their environments and change, or they die or they merely exist.(become the walking dead in Quinn's words) However, there are times when something more than evolution is needed and that revolution is called "deep change". Quinn outlines why so many people in so many organizations see the need for change, but the leaders just talk or say, "I told them to change" and the followers wonder why nothing ever happens. Quinn offers explanations for why the change frequently does not take place and then gives examples of how it can and has happened in other places.He gives us hope that perhaps things can change. In any case he helps us to learn to be the transformational leader, if we look inside and if we are willing to face the pain of change. Another reviewer pans Quinn for concentrating on the pain of change, but I have seen few people change without pain of some sort motivating them and even fewer organizations. I am a life coach and therapist and helping people change is my business, but there usually is a motivator for the change and with most people and organizations it is pain of some sort. This book, while not a difficult read causes thought and is therefore a great read. Highly recommended. Thank you Dr. Quinn for being real with us.
4.0 out of 5 stars
Good Treatment of a Valuable Concept,
By Walter Mitty (USA) - See all my reviews
This review is from: Deep Change: Discovering the Leader Within (Hardcover)
While this book has been around for a while, it is a good treament of a valuable concept. How we interact with our colleagues depends in many respects on how we and they see the world. Deep Change gives a simple, yet effective framework for that understanding and builds from there. The Federal Emergency Management Agency uses this book in one of their leadership courses, and I imagine numerous private organizations also use it.
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