I’ve started a new book for my career: Building a Bridge While You Walk On It, by Robert E. Quinn. My coach recommended it to me after I devoted several sessions to discussing my job as an internal communications manager for an organization that, like many, could always improve its ability to promote a positive and motivating workplace. I’m a middle manager and have only been with the organization for 1.5 years, so I’m still learning a lot about how to instigate genuine change for the better.
The first chapter poses the following questions. Regardless what position you serve in your own job (or in your own life), I think these are great questions* to ponder, and I will soon answer them from my own experience in a separate post.
- What are the positive and negative functions of the ego and the organizational culture? How do we normally deal with the negative functions?
- Why is it natural for people and organizations to deny the signals for deep change?
- Why are individuals and organizations eventually driven to deep change?
- Do you agree that fear and hypocrisy are normal in organizations? Why might this be true? If it is true, what are the implications for change leaders?
- What meaning do the following have for you: “building the bridge as we walk on it,” “walking naked into the land of uncertainty,” and “learning how to walk through hell effectively”
I welcome your thoughts!