Biblio
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(1995). Building Community: The Human Side of Work.
"The best organizations consider the unique characteristics of each person: the needs of some for stability and others for variety; the needs of some for latitude and others for structure; the dependable delivery of some and the creative ideas of others; the open-mindedness of some and the rigid allegiances of others. What is consistent is that all people are treated with respect and dignity."
(1995). Breakfast at the Victory : The Mysticism of Ordinary Experience.
"When you need a teacher, the Hindus say, a teacher will appear. But we can't know in advance what we need to learn, else we would not need to learn it. Therefore, we won't know who our teachers are until we have been taught. As a result, every teaching is a surprise." (p. 40)
(1998). The Bad Attitude Survival Guide: Essential Tools For Managers.
"A consistent, knee-jerk negative response to bad news or negative circumstances is a common occurrence and creates an unhealthy organizational culture. Many organizations are well known for shooting the messenger. Some managers have such a high negative emotional response to problems or bad news, their employees learn to avoid their manager in times of trouble or crisis. This is a deadly organizational circumstance because information that frequently could serve to eliminate a problem or stop a small crisis from escalation isn't shared up the ladder, as lower-level employees refuse to expose themselves to the inevitable wrath. The price the organization pays for allowing this negative culture is incalculable." (p. 79)
(2000). Abolishing Performance Appraisals: Why They Backfire and What to Do Instead.
In the introduction to the book, subtitled "Letting Go of a Hopeless Ritual", the authors include the following quotation: "The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds—with no programs."
The authors argue that appraisal ratings produce "unintended consequences—the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69)
The authors argue that appraisal ratings produce "unintended consequences—the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69)
(1990). The 7 Habits of Highly Effective People.
"There is the principle of potential, the idea that we are embryonic and can grow and develop and release more and more potential, develop more and more talents. Highly related to potential is the principle of growth—the process of releasing potential and developing talents, with the accompanying need for principles such as patience, nurturance, and trust." (p. 34)
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