The Deep Change Field Guide E-Book

Robert E. Quinn

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 228

Veröffentlichungsjahr: 2012

Beschreibung

How to realize your own leadership potential Based on the bestselling book, Deep Change, The Deep Change Field Guide takes readers through the introspective journey of personal transformation. The field guide streamlines, updates, and augments the content of the original book into an interactive self-teaching course that helps readers learn how to become powerful agents of change. Learning tools include reflection questions, film assignments, and action plans that help readers think about the concepts in terms of their own situations, and identify actions to embody the concepts in their lives. The field guide has been carefully designed so that individual learners can gain the same benefits that students have long enjoyed in the author's courses, and the learning tools also lend themselves to both the academic and professional classroom. * Complements to Robert Quinn's bestselling book Deep Change * Includes exercise, reflective questions, and worksheets throughout * Provides reader with a "self-help" guide to overcoming the personal and professional obstacles that prevent transformational leadership For anyone who yearns to be an internally driven leader, to motivate the people around them, and develop a satisfying work life, The Deep Change Field Guide holds the key.

Leseprobe

Contents

Cover

Series Page

Title Page

Copyright

Dedication

Preface

About This Field Guide

Think About It

Personal Reflection and Application

Put the Learning to Work

Getting the Most From This Course

Chapter 1: An Invitation to Change

In This Chapter

The Western Way

The Checklist Mentality

Challenge Your Normal Assumptions

Collective Learning

Two Kinds of Change: Incremental Change and Deep Change

Becoming a Transformational Leader: An Analogy

A Second Analogy

Trapped in Normal Change Assumptions

The Failure of Success

Breaking the Logic of Task Pursuit

Reflect

Watch a Film: Norma Rae

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 2: Experiencing Slow Death

In This Chapter

Denial Leads to Slow Death

The Source of Slow Death

How Slow Death Unfolds

Characteristics of the Slow Death Process

Organizing as a Living System

Deep Change

On Seeing Me As I Really Am

Reflect

Watch the Film: Moneyball

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 3: The Power of Self-Change

In This Chapter

A Generative Leader

Levels of Change

Regeneration of a Relationship

The Transformational Process

The Connections

Denial

Soft Is Hard

Reflect

Watch the Film: The King's Speech

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 4: Personal Change and Positive Organizing

In This Chapter

The Death and Rebirth of Our Ego

Turning Points

Processing Negative Events

Deep Change and Generative Capacity

Two Realities

Success Scripts

Changing the Script

Personal Change and Positive Organizing

Reflect

Watch the Film: The Devil Wears Prada

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 5: The Fundamental State of Leadership

In This Chapter

A Journey From Management to Leadership

The Normal State

The Fundamental State of Leadership

Becoming Aligned with the Dynamic Universe

Reflect

Watch the Film: Remember the Titans

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 6: Moral Power

In This Chapter

An Extreme Situation

The Impact of Entering the Fundamental State of Leadership

A Second Transformation

Becoming What You Behold and Beholding What You Become

Watch the Film: Stand and Deliver

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 7: Leadership and Positivity

In This Chapter

A Terrible Realization

The Role of Positive Emotions in Leading Change

Altering the Positivity Ratio

The Power of the Positive

Reflect

Watch the Film: Gandhi

Make a Journal Entry

Write a Memo

Apply the Learning

Chapter 8: Inviting Others to Deep Change

In This Chapter

The Episodic Nature of the Fundamental State of Leadership

Walking Naked into the Land of Uncertainty — Again

Lessons for Transformational Teachers

Creating Sacred Space

Becoming a More Transformational Teacher

Attracting Others into the Fundamental State of Leadership

Reflect

Watch the Film: Dead Poets Society

Make a Journal Entry

Write a Memo

Apply the Learning

Put the Learning to Work

Continuing Your Journey

Share Your Insights

Readings and Resources

Bibliography

About the Author

Index

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Library of Congress Cataloging-in-Publication Data

Quinn, Robert E.

The deep change field guide : a personal course to discovering the leader within / Robert E. Quinn. – First edition.

pages cm. – (The Jossey-Bass Business & Management Series)

Includes bibliographical references and index.

ISBN 978-0-470-90216-5 (pbk.), 978-1-118-22114-3 (ebk), 978-1-118-23503-4 (ebk), 978-1-118-25959-7 (ebk)

1. Organizational change—Management. 2. Leadership. I. Title.

HD58.8.Q564 2012

658.4 0092—dc23

2011052640

To Roger W. Thomas

Preface

The Deep Change Field Guide, based on my book Deep Change, is about finding ways to negotiate our constantly changing world. It is about the move from being reactive to being proactive. It is about growing when it is tempting to surrender. Its purpose is to help you empower yourself and the communities in which you operate.

I have been writing about change for a long time. Deep Change was published in 1996. It was based on the simple notion that as individuals and organizations we must adapt or die. When we are faced with novel challenges, we almost always feel that it would be easier to simply keep doing what we did before. The choice to stay in our comfort zones represents the path of least resistance. The choice to change is far more difficult.

Deep Change was written to help us choose change and move forward. It described how people who committed to change found themselves transformed by that commitment. They became change agents as the energy they found in themselves became contagious. They gained the power to help those around them transform themselves and to revitalize their relationship, group, or organization. This is the essence of deep change.

In Change the World (2000), I explained that great change leaders shared a number of characteristics. They were deeply committed to their cause, developed a vision of what they wanted the world to be like, and devoted themselves to finding ways to bring change about. They cared little about what other people thought of them, but they cared deeply about the people around them. Above all, they wanted to help the people around them break out of the slow death process—they wanted to change the world by teaching others how to change. A significant element of the process was the teachers’ commitment to continually changing themselves.

As I read stories sent to me by the many people who read my books, I saw many connections to principles I had articulated. I then wrote Building the Bridge As You Walk On It (2004). In that book, I articulated a new concept called the fundamental state of leadership, which emphasized how leadership does not depend on position. Instead, leadership comes from influence. As we react to our ever-changing context, the nature and effectiveness of our influence vary continually. By taking charge of our own psychological state, we can alter our influence and the quality of our experience. We can choose to enter the fundamental state of leadership.

Finally, in Lift: Becoming a Positive Force in Any Situation (2009), my son Ryan and I integrated the fundamental state of leadership with the science of positive psychology and positive organizational scholarship. We demonstrated the academic basis for the concept and provided tools for application.

That brings us to the present volume. The goal of The Deep Change Field Guide is to help you understand and apply the deep change concept in your life. The field guide first presents the essence of the material in Deep Change and then adds a sprinkling of content from Change the World and Building the Bridge As You Walk On It, while interspersing questions and activities to help you learn.

As you go through the field guide, you may be surprised to learn that you already possess the tools you need. Because our culture places great emphasis on hierarchy and expertise, we assume that education is a process in which experts instill knowledge based on past experiences into passive recipients. This guide follows a different model. It invites you to reflect on the experiences of others, actively apply that knowledge to your own life, and seek inside yourself the tools of personal change. As you transform yourself through this process, you will learn how to help others find within themselves the capacity to change. By opening yourself to new learning and questioning your assumptions, you will become a transformational leader.

I invite you now to begin a journey that will change your life.

* * * * *

Many people have worked hard to make this book possible. I would like to particularly thank three. Kathe Sweeney constantly pushed and inspired. She was a great leader. Seth Soderborg was instrumental in managing every phase of moving the book forward. He was brilliant and disciplined. Janis Chan was a marvelous developmental editor who improved everything. My thanks go to each one.

Robert E. Quinn

About This Field Guide

The Deep Change Field Guide is a self-teaching course that will help you embark on a journey of personal transformation. Each chapter includes clear explanations of the key concepts of deep change with stories to illustrate them, reflection questions to help you think about the concepts and apply them to your own life, and activities to help you pull together what you have learned and focus on your insights.