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(2008). Making it All Work: Winning at the Game of Work and the Business of Life.
322. Abstract
"But to my thinking there is an inherent fallacy in affirming that 'life' and 'work' are mutually exclusive spheres. The truth is, when you are 'in your zone'—when time has disappeared and you're simply 'on' with whatever you're doing—there is no distinction between 'work' and 'personal'." (p. 58)
(1987). Multivariate Data Analysis.
(1982). The Organizational Unconscious: How to Create the Corporate Culture You Want and Need.
"One company we had the good fortune to work with some twenty years ago was shockingly changed when we visited it recently. People who had once cared deeply for one another and demonstrated high levels of creativity and innovation had become bureaucratized and uncaring, both in their work and in their interrelationships. The company had grown in size, but had shrunk in quality. Its earlier dynamism had become only a memory in the minds of the few who had originally created it." (p. 110)
(1994). The origins of totalitarianism.
"Those who aspire to total domination must liquidate all spontaneity, such as the mere existence of individuality will always engender, and track it down in its most private forms, regardless of how unpolitical and harmless these may seem." (p. 456)
(2006). Profiles in Audacity: Great Decisions and How They Were Made.
"[Bill] Gate's role in the creation of modern civilization was made possible in part through genetic predisposition, through being in the right place at the right time, and through certain deliberate decisions he made." (p. 124)
(2002). The Secret of Letting Go.
"A man who doesn't know his true identity does not know that he really doesn't know. The fact that he is confused, frightened and still searching for himself remains almost totally unsuspected by him, because he has unknowingly assumed a false identity.
This temporary, false self feels real because it is animated and driven along by the man's reactions as he seeks himself. The fact that this lower nature is driven does not mean it is alive. A bulldozer rolls along too, but it cannot see or understand why it smashes into things. It is a machine. So, in many ways, is the false self." (p. 34)
(2008). Shake Hands with the Devil.
You get dirty, and the pig likes it.
'There's a very animalistic response to a bully. It's either fight: "Hey, you talkin' to me?" or flight: "I'm outta here—my life's too short for this crap." The problem with the flight strategy, is that you've just taught the boss that you're the doormat he always thought you were.
'There's a very animalistic response to a bully. It's either fight: "Hey, you talkin' to me?" or flight: "I'm outta here—my life's too short for this crap." The problem with the flight strategy, is that you've just taught the boss that you're the doormat he always thought you were.
But the fight strategy is no better. For one thing, it's hard to outtalk a bully. He doesn't like you. He's never liked you. He's been gunning for you, he's had lots of practice being a bully, and he enjoys it. And besides, if you get down on his level, it's like wrestling with a pig: you get dirty, and the pig likes it!' (p. 45)
(2001). The Transitional Approach to Change.
"It might be argued that once a system has moved into a situation that is basically regressive, it does not take long for a vicious spiral to commence that rapidly reduces the effectiveness of the system by diminishing the contribution of individuals in the system and generates suspicion and hostile, destructive forces. Such a view must be qualified, however. The structure and viability of many systems is based on regression—that is, on the dependency of the people within them. Such systems can be called 'totalitarian'. They all institutionalize, or have people unconsciously internalize, a system of values, norms, and rules that have to be followed precisely. Their functioning can be compared to that of closed systems, such as bureaucracies, sects, and some organizations with a high degree of imposed common ideology and culture. If such a system is to be efficient, it is important to realize that the price to pay is the relinquishing of individual autonomy, responsibility, and creativity and the oppression of subcultures (Amado, 1988)." (p. 109)
(1998). UML in a Nutshell.
(1871). Æsop's fables.
"A wolf, meeting with a lamb astray from the fold, resolved not to lay violent hands on him, but to find some plea, which should justify to the lamb himself, his right to eat him. He then addressed him: 'Sirrah, last year you grossly insulted me.' 'Indeed,' bleated the lamb in a mournful tone of voice: 'I was not then born.' Then said the wolf: 'You feed in my pasture.' 'No, good sir,' replied the lamb: 'I have not yet tasted grass.' Again said the wolf: 'You drink of my well.' 'No, exclaimed the lamb: I never yet drank water, for as yet my mother's milk is both food and drink to me.' Upon which the wolf seized him and ate him up, saying: 'Well! I won't remain supperless, even though you refute every one of my imputations.'
The tyrant will always find a pretext for his tyranny." (p. 2)
The tyrant will always find a pretext for his tyranny." (p. 2)
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