October 28, 1991
Robert E. Quinn helps business and government leaders make sense of the paradoxes, competing demands, and contradictions of organizational life. He explains how leaders – by learning to embrace and transcend paradoxes – can move beyond the overly rational, linear thinking that limits their approaches and see new possibilities for structuring organizations, designing jobs, and solving day-to-day problems.
Illustrated by rich stories and insights from business, public administration, and sports, the book offers a full range of practical guidelines, charts, and self-assessment exercises to help business leaders overcome blocks to high performance and develop the skills needed to prosper in today’s business environment. These tools will help managers
- understand and balance the polarities that are part of every organization
- develop a more flexible logic for coping with unfamiliar problems and demands
- make reliable business decisions that successfully integrate conflicting priorities
- and chart a course for self-improvement that will lead to mastery and management
Robert E. Quinn is professor of organizational behavior and human resource management at the Graduate School of Business, University of Michigan-Ann Arbor.
Quinn received his B.S. (1970) and M.S. (1971) degrees in sociology from Brigham Young University and his Ph.D. (1974) in organizational behavior and applied behavioral science from the University of Cincinnati. His main research activities have been in organizational and managerial effectiveness and in the management of change. He also continues to do research on the topics discussed in this volume. Quinn has published numerous journal articles as well as the following books: Paradox and Transformation: Toward a Theory of Change in Organization and Management (1988, with Kim S Cameron), New Futures: the Challenge of Managing Corporate Transitions (1984, with John R Kimberly), and Organization Theory and Public Policy: Contributions and Limitations (1983, with Richard H Hall).