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(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)
(1998). UML in a Nutshell.
(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)
(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)
(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)
(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)
(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)
(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)
(1987). Multivariate Data Analysis.
(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)
(1994). The Jobless Future: Sci-Tech and the Dogma of Work.
"In the past twenty-five years, computer-mediated work, despite its potential for reintegrating design and execution, has been employed, typically but not exclusively, in a manner that reproduces the hierarchies of managerial authority. The division between intellectual and manual labor and the degradation of manual labor that was characteristic of the industrializing era have been simultaneously shifted to the division between the operators and the professional-managerial employees, but also the division between the "lower" operating and "higher" expert orders broadly reproduces within intellectual labor itself the old gulf separating manual and intellectual labor in the mechanical era. Hierarchy is frequently maintained despite the integrative possibilities of the technology. Under this regime of production, the computer provides the basis for greatly extending the system of discipline and control inherited from nineteenth-century capitalism. Many corporations have used it to extend their Panopticonic world-view; that is, they have deployed the computer as a means of employee surveillance that far exceeds the most imperious dreams of the Panopticon's inventor, Jeremy Bentham, or any nineteenth- or early twentieth-century capitalist." (p. 89)
(1999). Jini? Specifications, The.
(1999). The Gift of Wounding: Finding Hope and Heart in Challenging Circumstances.
"Balance is the key to truth rather than one rigid position or judgement. Balance can be experienced only after examining many different sides of an issue, and measuring their worth and integrity. We begin that process by recognizing from the outset that there are other sides and perceptions and that we want to learn from these, as well as from our own knowledge and experience." (p. 48)
(1996). Fugitive from the Cubicle Police.
(1998). Exploring Ethics.
(1991). Dr. Deming: The American Who Taught the Japanese About Quality.
"Some writers call for greater accountability. The computer is seen as the sure way out of our problems by providing management with intricate details about each person's performance. All these views are wrong!" (p. 93)
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