Biblio
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(2001). Introduction to Logic.
(1990). An Introduction to Modal Logic.
(2002). Java Web Services Unleashed.
(1994). Keeping the Rabble in Line: Interviews with David Barsamian.
"Any form of concentrated power, whatever it is, is not going to want to be subjected to popular democratic control or, for that matter, to market discipline. Powerful sectors, including corporate wealth, are naturally opposed to functioning democracy, just as they're opposed to functioning markets, for themselves, at least. It's just natural. They do not want external constraints on their capacity to make decisions and act freely. It entails that the elites will be extremely undemocratic." (p. 242)
(2002). Leadership Skills For Managers.
"W. Edwards Deming, one of the founding fathers of the quality movement, asserted that employees are rightfully entitled to the 'pride of workmanship'. Essential to that pride are job security, expectations, clear communications, and the proper tools." (p. 7)
(1995). Microsoft Secrets: How the World's Most Powerful Software Company Creates Technology, Shapes Markets, and Manages People.
"That's the whole craft-versus-engineering thing. Even in engineering, you can't build a bridge by reading a bunch of books, no matter how many books about building bridges you've read. (Steven Sinofsky, former technical assistant to Bill Gates)." (p. xv)
(1989). Nasty People: How to Stop Being Hurt by Them Without Becoming One of Them.
"A punch in the nose is obvious, and it heals. However, an attack on self-esteem—at the right moment and in the right way—can last a lifetime." (p. 9)
(2001). Now, Discover Your Strengths.
"These are the two assumptions that guide the world's best managers:
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
(2004). One Who Is Not Busy, The: Connecting with Work in a Deeply Satisfying Way.
As taskdoers, worker bees, we hit one note and play it over and over again. We bury ourselves in activity the way substance abusers bury themselves in drink or drugs; no matter how many things we race to do during the day, there's always something more to be done. When there is a threat of hurt or disappointment due to circumstances beyond our control, there's no time to feel it. The monthly sales figures have to be calculated, the client gifts selected and sent, the copier contract gone over, the boardroom reserved for a partners meeting. The substance abuser's overall feeling is unpleasant enough—frantic, uneasy—but he does manage to avoid the real lows: the grief, the anger, the disillusionment." (p.97)
(1997). Organization Development and Change.
"It is important to emphasize that people who have low growth or social needs are not inferior to those placing a higher value on these factors. They are simply different. It is also necessary to recognize that people can change their needs through personal growth and experience. OD practitioners need to be sensitive to individual differences in work design and careful not to force their own values on others." (p. 357)
(1992). Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)
(1987). Programming in Prolog.
(2002). Programming Jakarta Struts.
(1980). Quality Is Free.
"Objectivity comes with not placing the blame for problems on individuals. Aim the questions and probing at the job. The job is what failed, not the individual. It may be that the two are imperfectly matched and you have to change one or the other. Either way, the individual has the chance to improve another time, under different conditions." (p. 75)
(2001). The Rebel Rules: Daring to be Yourself in Business.
"Most people never make this connection [that their creative abilities are an asset]. They jump on society's bandwagon, averting the risk of repeating some painful childhood memory. They continue to fear and avoid dangers that, while once all too real, have no relevance in their lives today. Sometimes we even try to hide our youthful talents and gifts for fear they're not acceptable. The net result is a disconnected life—one that is too familiar to many of us." (p. 29)
(1994). Reengineering the Corporation: A Manifesto for Business Revolution.
"We found that many tasks that employees performed had nothing at all to do with meeting customer needs—that is, creating a product high in quality, supplying that product at a fair price, and providing excellent service. Many tasks were done simply to satisfy the internal demands of the company's own organization." (p. 4)
(2003). Scapegoats at Work: Taking the Bull's-eye Off Your Back.
212. Abstract
"There is almost always some truth to the accusations against a scapegoat, but many other sins are laid against their name that rightly belong elsewhere. Punishing or excluding the scapegoat serves to relieve the system of the need to examine the structural problems of the system and of all concerned to explore their own participation in the problem. The ability of scapegoating to provide simple apparent 'solutions' to complex problems is part of its power." (p. 11)
(1997). The Seven Fatal Management Sins: Understanding and Avoiding Managerial Malpractice.
"Every employee should be part of the corporate family. While that may be the case in some organizations, in other organizations employees are numbers—objects to be utilized and manipulated. Motorola stresses that the organization is a 'family' with human and democratic values, where no one can be fired without approval from the top." (p. 165)
(1999). Since Strangling Isn't an Option... : Dealing with Difficult People–Common Problems and Uncommon Solutions.
"It isn't always easy to have compassion for people who are in positions of power over us. We tend to think of them as having achieved something, or as having been given something we have not. Instead of thinking of your boss as a boss, think of her as a person. It's easier, and more productive, for two human beings to talk than it is for a boss and a subordinate to deliberate." (p. 39)
(1997). Slowing down to the speed of life : how to create a more peaceful, simpler life from the inside out.
"See forgiveness as a process, and know that it will get easier and easier each time the memory comes to mind. If you see the value of forgiveness and are willing to forgive, each time the memory comes to mind while you are in a state of healthy psychological functioning, the experience will be a little less painful." (p. 135)
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