Biblio

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Dyer, W. W. (2001).  You'll See It When You Believe It: The Way to Your Personal Transformation.
"Eliminating the titles and labels reduces our inclination to compartmentalize and restrict our lives. Soren Kierkegaard said, 'Once you label me, you negate me.'" (p. 32)
Dyer, W. W. (1978).  Pulling Your Own Strings : Dynamic Techniques for Dealing with Other People and Living Your Life as You Choose.
"But first you will have to see that it is impossible to be like everyone else and still be your own person. Ralph Waldo Emerson understood this better than anyone I've ever read. In Self-Reliance he said:
'Whoso would be a man, must be a non-conformist. He who would gather immortal palms must not be hindered by the name of goodness, but must explore if it be goodness. Nothing is at last sacred but the integrity of your own mind.' " (p. 72)
Dyckman, J. M., & Cutler J. A. (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)
Dundon, E. (2002).  Seeds of Innovation : Cultivating the Synergy That Fosters New Ideas.
"Without curiosity, a person has great difficulty discovering new ideas. Being curious involves (a) having an open mind, (b) gaining a broader perspective. and (c) asking probing questions." (p. 29)
Duffy, M., & Sperry L. (2013).  Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying.
"For better or for worse, job, career, and personal identity are tightly interconnected and a rupture in one causes ruptures in the others."
Drucker, P. F. (1993).  The Effective Executive.
"But the organization is an abstraction. Mathematically, it would have to be represented as a point—that is, as having neither size nor extension. Even the largest organization is unreal compared to the reality of the environment in which it exists." (p. 13)
Drucker, P. F. (1986).  Innovation and Entrepreneurship : Practice and Principles.
"But innovation, almost by definition, has to be decentralized, ad hoc, autonomous, specific, and micro-economic....Innovative opportunities do not come with the tempest but with the rustling of the breeze." (p. 255)
Dostoyevsky, F. (1922).  The Brothers Karamazov: a novel in four parts and an epilogue.
"He did no one any harm, but 'Why do they think him so saintly?' And that question alone gradually repeated gave rise at last to an intense, insatiable hatred toward him. That I believe was why many people were extremely delighted at the smell of decomposition which came so quickly, for not a day had passed since his death." (p. 352)
Dortch, Jr., T. W. (2009).  The Miracles of Mentoring.
"Mentoring is a work of the heart. It is a desire to build community, to inspire hope, to share success, to enrich life." (p. 131)
Docherty, P., Forslin J., & Shani A. B. (2002).  Creating Sustainable Work Systems.
If one is to believe history, intensity of work has been a central issue in management science ever since the start of industrialization and a problematic one at that, as it captures the essence of the antagonism between the person who does the work and the person who wants it done; sometimes formulated as a conflict between capital and labour, inherent in the capitalistic industrial system. This perspective does not indicate many remedies apart from a proletarian revolution—still there would be conflicting interest." (p. 15)
Dobson, M. S., & Dobson D. S. (2000).  Managing Up! : 59 Ways to Build a Career-Advancing Relationship with Your Boss.
"It's obvious that you do bring elements of your true self to the job environment, though some bring more than others. But you aren't and can't be completely be your true self at work." (p. 73)
Dixon, G., & Levinson H. (1988).  What Works at Work: Lessons from the Masters.
"The sunflower effect—doing what your boss wants you to do—is still very powerful in all organizations because the power in all organizations is significantly at the top. Conflicts at high levels in organizations reverberate all the way down, reflecting the displacement downward of that anger and hostility and once again reflecting power at the top." (p. 282)

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