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Discovering The Leader Within

You know what they say “Be the change you want to see in the world.”

How many of us act on this advice? Most probably very few.

But waiting for changes takes you nowhere. In the following summary, we will tackle the subject of organizational change, and how you need to be the one that adopts it before it can become an overall practice.

Who Should Read “Deep Change”? and Why?

If you are someone who knows a thing or two about business and cares for its company enough to try to find ways to change it for better – then “Deep Change” is the book for you.

If you are just doing your job, earning money, and not caring about creating a lasting career in your organization, then maybe you should find something else to read.

But for those who decide to read this book, we promise you a thrilling and emotionally challenging experience, which will lead you to identify the reasons you resist change and what you can do about moving from the status quo you and your company are in.

About Robert E. Quinn

Robert E. Quinn is an author, a professor at the University of Michigan, and a member of the World Business Academy. He has over 20 years of experience of working with executives managing organizational change.

“Deep Change Summary”

You, just like anybody else, have thought about change, or you have even undergone some change.

However, the change that most people think about when they talk about the need to do things differently is incremental. In other words, people focus on changing specific details which they feel they can alter over time.

Very rarely do people think about “deep” change?

However, you cannot escape the need to shift some aspects of your life at some point, or another.

Deep change is not easy. In fact, it can even be painful.

It requires you to give up all your notions of the world and to thoroughly reexamine the ways you live your life and do your work.

When deep change is happening in the context of an organization, be prepared for it to be extremely uncomfortable. People love stability, but this world and today’s markets offer anything except it.

If you want to be successful, you need to evolve. You either change and survive or you “die” in your comfort zone.

If you resist transformation, the gap between your company and the rest of the world will grow too wide and swallow you in the end.

When we put it like this it seems logical, doesn’t it?

Then why do so many people still resist change, even though they know it is necessary?

Many people live their lives trying to define their sense of self. Whenever they are faced with a situation in which they need to stop doing what they were doing and start living in a completely new way, they are scared that their sense of self will get lost along with their old lifestyle.

The same goes for organizations.

Another problem is the system. The world demands change, and the system is designed to stop you from changing. So, you are in a constant battle with fear, uncomfortable comments, and uncertainty.

But you have to realize one thing – sometimes, you cannot wait for others to change. If you notice that the resistance is high, and the need to change is increasing, you have to take the plunge.

Just telling people around you that it is time to do things differently will not convince them. You need to act yourself differently and lead them toward creating new patterns through practice.  

Many companies are used to keeping quiet about unresolved problems and threatening challenges. But, not being able to talk about it, means that you cannot integrate it into the company’s vision.

The long-lasting silence will distort the reality, and many employees will not know what they can and what they cannot express their concerns about.

Such behavior is profoundly hurting the organization.

There are many more issues that may need to be addressed – it all depends on the situation your company is in.

So, to create change, study your current position, as well as the way your company defines itself.

Only when you know where you currently stand, you will be able to notice the issues that keep you back.

And, when you notice such issues, do not wait for someone else to notice them and do something about it. Be a leader yourself, and become the change you want to see in your company.

Key Lessons from “Deep Change”:

1.      How to Create Change
2.      Crafting a New Environment
3.      The Four-Stage Cycle of Organizational Change

How to Create Change

• • Define the current position of your company

• • Stay calm and maintain the process of change despite uncertainty.

• • Listen to other people and critics and come to the truth of the situation.

• • Articulate the direction you are heading for: where you are going, why are you going there, and what are you doing.

• Start the process of change.

Crafting a New Environment

As you are embarking on the journey toward reinventing your organization, pay attention to the environment, you are creating in your company.

Make sure that you create the feeling of trust and find ways to empower people.

Listen to others, talk to others, lead others.

The Four-Stage Cycle of Organizational Change

• • Initiation – You realize the need for change.  

• • Uncertainty – You begin creating a vision.

• • Transformation – You make changes successfully.  

• Routinization – The changes become a routine.  

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“Deep Change” Quotes

Our Critical Review

“Deep Change” is an excellent book but we must warn you that you will need to have at least some business experience to understand the message that this book tries to convey.

So, we recommend it heartily, but advise novices to find some introductory material to read first.

Emir Zecovic

Emir is the Head of Marketing at 12min. In his spare time, he loves to meditate and play soccer.