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Change the World : How Ordinary People Can Achieve Extraordinary Results, by Robert E. Quinn
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In this empowering book, Robert E. Quinn, author of the highly successful and influential Deep Change, gives readers the courage to use personal transformation to positively impact their home life, work life, and communities -- to be what he refers to as "inner-directed and outer-focused." We are all potential change agents, but most of us are trapped by belief that we as individuals cannot make a difference. Informed by the teachings of Jesus, Gandhi, and Martin Luther King, Jr. -- three of the most successful change agents ever -- Quinn outlines eight steps each of us can take to move ourselves and others to the highest levels of excellence. Following his advice, each of us can access and apply the power that lies within us in ways that will change our world for the better.
- Sales Rank: #507181 in Books
- Published on: 2000-04
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x 1.00" w x 6.30" l, 1.19 pounds
- Binding: Hardcover
- 304 pages
- 272 pages
Amazon.com Review
Robert Quinn's Change the World offers profound yet practical guidance for those who truly want to improve their surroundings. Quinn, a University of Michigan professor and author of five books on change and organizational performance, bases Changeon eight "seed thoughts" drawn from the philosophies of Jesus, Gandhi, and Martin Luther King Jr. After relevant quotations from each, he cites contemporary real-life examples to show how these principles--Envision the Productive Community, First Look Within, Embrace the Hypocritical Self, Transcend Fear, Embody a Vision of the Common Good, Disturb the System, Surrender to the Emergent Process, and Entice Through Moral Power--can really be used. "All our lives we have been explicitly and implicitly taught to see human influence as an exercise in domination," Quinn writes. By learning instead to practice a new type of "transformational behavior," he suggests, even "ordinary people" can have "extraordinary impact." The section on asserting moral authority, for example, segues from his own fifth-grade coaching experiences to those of basketball superstar Larry Bird to details on building a bond between "change agents and change targets" that effects desirable modifications. Recommended for anyone open to new ideas on motivation and stimulating change. --Howard Rothman
From Booklist
A University of Michigan professor and author (Deep Change, among others) has the audacity to state that previous strategies for change are ineffective, positing a fourth--called ACT, or Advanced Change Theory--that includes and transcends the rest. It is hard to argue with someone who, through a combination of dense psychotherapeutic text and lively examples, debates his own theory and its eight steps. In fact, Quinn starts with a holy triumvirate of heroes who, in themselves, are difficult to naysay--Jesus, Gandhi, and Martin Luther King--and then are quoted at the beginning of each chapter. Yet, despite few graphics and Germanic sentences, his message is clear: to become a change agent, you must first change yourself and then immerse yourself in the common good, disturb the system, and "set the truth free." Not intended as a popular read but rather as a provocative challenge to nonleaders and leaders alike. Barbara Jacobs
Copyright � American Library Association. All rights reserved
Review
"Quinn's book is one of the most significant books on personal and organizational transformation I have read in some time. Why? Because it is totally original, powerful, written with almost absurd lucidity, and transports you from muscular theory to a theory of action. A unique and seminal contribution." --Warren Bennis, professor, University of Southern California, and co-author, Co-Leaders and Organizing Genius
"With humility and a heart so clear that his inspiring message can be internalized, Robert Quinn has written the decade's finest book on change management. It calls you and me-as ordinary people-to embrace greatness. It asks us to be fully alive. It brings us, simultaneously, to our knees and then to our profound power to change the world." --David L. Cooperrider, professor, Case Western Reserve University, and author, Appreciative Inquiry: A Positive Revolution in Change
"Bold and brilliant, this book is a masterpiece for anyone who truly wants to achieve extraordinary results in their life. It dispels the traditional myths of leadership and reveals the truth about making a difference in this world." --Richard J. DeVries, community president, Citizens Bank
"This is a remarkable book. Faithful to its audacious title, it explores both 'change' and 'the world' in ways that engage us on every level of our lives." --Parker J. Palmer, author Let Your Life Speak and The Courage to Teach
Most helpful customer reviews
33 of 35 people found the following review helpful.
The Golden Rule Applied to Leadership for Stallbusting
By Donald Mitchell
Most books on change posit the concept that the leader has to change herself or himself before the organization or community can improve. This book sets a high standard by encouraging ordinary people to follow the examples of Jesus, Gandhi and Martin Luther King, Jr.
I heard Norman Schwartzkopf speak once about leadership. He said, "Be the leader you would like to have." That's the essence of this book.
Each principle is established by showing a quote from each of the three models, and then is followed by stories of ordinary people as well as those in major organizations.
The principles expressed here entail going several psychological levels lower into the human psyche than I have seen in other leadership books.
"Envision the productive community" is important as a first step, because chances are no one else sees the way that the people could cooperate to create much more. Human beings have trouble imagining what they have not yet seen, so those who are good at this can provide very valuable guidance to the others.
"First look within" is a good second step because it concentrates oneself on why one wants to change. It is very easy to want the change for the wrong reasons (pride, self-esteem, or misdirected ego). You have to purge that and focus on selfless reasons for changing.
"Embrace the hypocritical self" was very impressive to me as a concept. Almost every leader I know is actually partly driven by hypocritical motives. Even the Stephen Covey books show examples where he seems to have been operating hypocritically. I sense this issue in many of my consulting projects, and find that it is difficult for people to address this.
"Transcend fear" is good advice, too, because trying to make such large changes will undoubtedly encourage unusual levels of fear. Working through the fear is good for the leader and those who will benefit from the change.
"Embody a vision of the common good" is essential inspiration to carry the vision forward both internally and by drawing support from others.
"Disrupt the system" is based on complexity science. By creating disruption, you create the largest potential for self-organizing solutions to be generated.
"Surrender to the emergent process" is a follow-on application of complexity science. You have to trust what is working, because it will lead to other self-organizing improvements. Trying to "manage" this process at this change will simply shortchange its potential.
"Entice through moral power" is something that needs to permeate each of the earlier stages. There is a compelling quality to moral power that draws attention and commands respect and action. Here, the leader must be clearly acting from beyond self-interest to attract the collective support of those who respect the same moral tenets.
I found this combination to be a unique synthesis of how change leadership can be accomplished. I can recognize the model from cases I have seen that worked and missing elements from the model in cases that did not work. I think the author has made an important step forward with this thinking. My only quibble is that the ordinary person reading this book may still have a conflict between the original reasons for seeking a change and the realities of how to pursue such a change. Almost everyone is attracted to making a difference initially because of a desire for self-aggrandizement. Early in the process, people may not be able to abandon that ego-based need for a selfless one. I suspect that more help is needed in this area than the book provides.
Overcome your disbelief and misconception stalls about making beneficial changes!
0 of 0 people found the following review helpful.
Four Stars
By Yorton Clark
The book was a little tattered and worn.
19 of 20 people found the following review helpful.
real change
By Jeffrey L. Seglin
"Typically a top management team goes off for three days," writes the author Quinn. "They hole up in a room with lots of flip charts and go to work." Then he says that when they're through they typically write words on small cards and pass them out to employees. Sadly, he observes these cards are "ignored and things go on as before." The premise underlying this book is that Quinn would have us care enough to change this way of thinking. The key, he says, is to stop doing things out of self-interest and start identifying and going after the shared goals of the group. He does a nice job of working good examples into his text. He also points out how risky it is to be a true leader since it involves overcoming a fear of failure when trying something new. He also does a nice job of making clear that hierarchy in itself is not a bad thing; it's only bad when they're perceived as mechanisms that result in getting nothing done. "Hierarchies become frozen bureaucracies due to the failure of human courage." He makes a compelling case for why it's crucial to skip the hollow words and dare to lead toward change. Only then can organizations hope for real change.
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