Robert E. Quinn

Robert E. Quinn



Average rating: 3.93 · 1,426 ratings · 119 reviews · 36 distinct worksSimilar authors
Deep Change: Discovering th...

4.06 avg rating — 633 ratings — published 1996 — 8 editions
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Building the Bridge as You ...

3.72 avg rating — 184 ratings — published 2004 — 8 editions
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Change the World: How Ordin...

3.83 avg rating — 88 ratings — published 2000 — 4 editions
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The Positive Organization: ...

4.10 avg rating — 29 ratings — published 2015 — 8 editions
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Becoming a Master Manager: ...

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3.52 avg rating — 42 ratings — published 2005 — 9 editions
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The Deep Change Field Guide...

4.16 avg rating — 25 ratings — published 2012 — 7 editions
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The Best Teacher in You: Ho...

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4.05 avg rating — 22 ratings — published 2014 — 5 editions
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Becoming a Master Manager: ...

3.55 avg rating — 29 ratings — published 1990 — 9 editions
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Letters to Garrett: Stories...

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4.38 avg rating — 8 ratings — published 2002 — 2 editions
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Beyond Rational Management:...

4.50 avg rating — 6 ratings — published 1988 — 2 editions
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“In this model, the change agent attempts to bring to light all values, working through conflicts embedded in the larger collective. The emphasis is on communication and cooperation with the change target. The technique is to involve the change target in an honest dialogue, while mutually learning the way to win-win solutions.”
Robert E. Quinn, Change the World: How Ordinary People Can Accomplish Extraordinary Things: How Ordinary People Can Achieve Extraordinary Results

“Were we daring enough to take the "hero's journey" and become agents for the future? Or were our individual identities so dependent on our existing competencies and skills-and so entwined with the established structure-that change, deep or otherwise, was simply not an option?”
Robert E. Quinn, Building the Bridge As You Walk On It: A Guide for Leading Change

“Alignment within and between the systems is lost. We find ourselves working harder than ever, yet we benefit less and less from our efforts. As tension mounts, we look for someone to blame. The real problem, however, is embedded in the underlying organizational systems that have shifted out of alignment-with each other and sometimes with the external environment. When an organization discovers that its systems need realignment, I am often asked to make a diagnosis. Senior executives seldom argue with my diagnosis, but they almost always argue with my recommendations. I am told, "What you don't understand is that we don't have the time to make the deep change you are recommending." This statement is accurate.”
Robert E. Quinn, Deep Change: Discovering the Leader Within



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