Leading Innovation Book Cover

Leading Innovation: How to Jump Start Your Organization’s Growth Engine

By Jeff DeGraff and Shawn Quinn
McGraw-Hill (2006)

Written by those who work with Fortune 500 companies to help make change and innovation happen.

Positive tensions exist within organizations. When correctly managed, these positive tensions make change and innovation happen everyday, everywhere. These positive tensions are reflected in the Innovation GenomeTM. Based on the long-studied Competing Values Framework, the Innovation GenomeTM was developed as a four quadrant model to illustrate how these tensions affect the actions of leaders and their organizations, and to help suggest appropriate paths to value creation.

  • Read the review by CE-Pro here
  • Read the review by Innovaro here
  • Read the review in The Globe and Mail here
  • Read the review in Training magazine here
  • Read an excerpt featured in Express Computer here
  • Read an excerpt here
  • Click here to buy the book now on Amazon.com
Creativity at Work Book Cover

Creativity at Work

By Jeff DeGraff and Katherine Lawrence
Jossey-Bass (2002)

Fostering creativity that stimulates innovation and adds value utilizing the Creativity GenomeTM.

Although many leaders acknowledge and invest in creativity, we seldom see it hold a credible place in the business development process. Creativity at Work takes a practical approach to creativity, showing how to select practices to produce results and add value.

  • Read an excerpt here
  • Click here to buy the book now on Amazon.com
Competing Values Leadership Book Cover

Competing Values Leadership: Creating Value in Organizations

By Kim S. Cameron, Robert E. Quinn, Jeff DeGraff, and Anjan V. Thakor
Edward Elgar (2006)

Twenty-first century organizations are forced to confront change, implement competitive strategy, make a profit, develop leaders, attract and retain talent, and create value for shareholders. Leaders are confronted with the need to stay on the cutting edge, be innovative, articulate vision, nurture social capital, and effectively manage intangibles. Using the Competing Values Framework, this book identifies an approach and a set of strategies to address all these issues consistently and coherently.

This is the first book to comprehensively lay out the foundation for this framework and its multiple applications. Anyone interested in creating financial or value in their organization will find this book invaluable.

  • Read the review in Armchair Interviews here
  • Read the review in Global Business Review here
  • Read an excerpt here
  • Click here to buy the book on Amazon.com
Building the Bridge as You Walk on It Book Cover

Building the Bridge as You Walk on It: A Guide for Leading Change

By Robert E. Quinn
Jossey-Bass (2004)

This book tells the personal stories of people who have embraced deep change and inspired author Robert Quinn to take his concept one step further and develop a new model of leadership – “the fundamental state of leadership.” The exploration of this transformative state is at the very heart of the book. Quinn shows how anyone can enter the fundamental state of leadership by engaging in eight practices that center on the theme of ever-increasing integrity – reflective action, authentic engagement, appreciative inquiry, grounded vision, adaptive confidence, detached interdependence, responsible freedom, and tough love. After each chapter, Quinn challenges you to assess yourself with respect to each practice and to formulate a strategy for personal growth.

Click here to buy the book on Amazon.com

Deep Change Book Cover

Deep Change: Discovering the Leader Within

By Robert E. Quinn
Jossey-Bass (1996)

Bob Quinn, who believes that people can effect great change in large organizations by changing themselves, has written a self-help book similar to but less structured than Stephen R. Covey’s Seven Habits of Highly Effective People (1989). In four sections, he defines “deep change,” discusses the need for personal change, provides insights into the perceptions of an internally driven leader, and challenges the reader to develop a vision that includes the creation of excellence. Each chapter is followed by a set of questions that are to be used as springboards to personal and organizational change.

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Diagnosing and Changing Organizational Culture Book Cover

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

By Kim S. Cameron and Robert E. Quinn
Jossey-Bass (2005) Revised Edition

Kim Cameron and Bob Quinn’s book provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. They focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. They also provide instruments to help individuals guide the change process at the most basic level culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Click here to buy the book on Amazon.com

Becoming a Master Manager

Becoming a Master Manager: A Competing Values Approach

By Robert E. Quinn, Sue R. Faerman, Michael P. Thompson, Michael R. McGrath, and Lynda S. St. Clair
John Wiley (2006)

Becoming a Master Manager is an effective tool for stimulating thinking and building management skills. It takes readers through some of the social and intellectual challenges that managers encounter everyday, the most prominent being pulled by competing demands and having to play many roles simultaneously. This book uses the Competing Values Framework as a structure for building management skills.

Click here to buy the book on Amazon.com

Becoming a Better Value Creator

Becoming a Better Value Creator: How to Improve the Company’s Bottom Line–and Your Own

By Anjan V. Thakor
Jossey-Bass (2000)

Why do some companies perform beyond expectation year after year while others start out strong but quickly fizzle? The answer lies in their ability to create long-term value. In this book, a leading professor at the top-ranked University of Michigan Business School presents five keys to creating value by incorporating the efforts of marketing, manufacturing, human resources, and finance in a strategy for continuing bottom-line success. His fresh look at what makes companies work shows managers how they can identify the factors that create value and use them to benefit their organizations and their own careers.

Click here to buy the book on Amazon.com

Trust is Everything Book Cover

Trust is Everything: Become the Leader Others will Follow

By Aneil Mishra and Karen Mishra
Lulu Marketplace (2008)

The benefits of trust include deeper, more loyal relationships, stronger resiliency in the face of a crisis, and enhanced individual, team, and corporate performance. The concept of trust is central to business. A level of trust determines who we are willing to work with and purchase their goods and services. Ordinary leaders become extraordinary leaders, when they are able to influence people to trust them. In this book, leaders and their support teams were profiled from multiple companies, providing a 360 view from a variety of organizations of how trust is perceived in the workplace and its role in organizational effectiveness.

  • Read the book synopsis in Women’s Edge Magazine here
  • Read an excerpt here
  • Click here to buy the book on Amazon.com