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(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)
(1959). Selected Poems and Letters of Emily Dickinson.
I never hear the word "escape"
Without a quicker blood,
A sudden expectation
A flying attitude!
I never hear of prisons broad
By soldiers battered down,
But I tug childish at my bars
Only to fail again!
Without a quicker blood,
A sudden expectation
A flying attitude!
I never hear of prisons broad
By soldiers battered down,
But I tug childish at my bars
Only to fail again!
(1962). David Copperfield.
"It is a fact which will long be remembered as remarkable down there, that she was never drowned, but died triumphantly in bed, at ninety-two. I have understood that it was, to the last, her proudest boast that she never had been on the water in her life, except upon a bridge, and that over her tea (to which she was extremely partial) she, to the last, expressed her indignation at the impiety of mariners and others, who had the presumption to go 'meandering' about the world. It was in vain to represent to her that some conveniences, tea perhaps included, resulted from this objectionable practice. She always returned, with greater emphasis and with an instinctive knowledge of the strength of her objection, "Let us have no meandering." (p. 14)
(1969). Management: Theory and Practice.
"First of all, the chief executive can exercise great powers on legal grounds. The bylaws of most corporations provide for the appointment of a chief executive who has practically full powers except as they are limited by the board of directors.
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
Secondly, the chief executive can strengthen this power by judicious use of rewards and punishments. Complying subordinates can be given salary increases, bonuses, stock options, benefits of all kinds, and status symbols, such as large offices, free cars, and credit cards. Conversely, he can withhold these and other privileges from subordinates who oppose his views. And he need not resort to discharge to make his displeasure even more evident. He can send men to 'managerial Siberia'—some post where they have nothing of importance to do—or gradually withdraw responsibilities from them until they become disgusted enough to quit. It is not necessary for the chief executive to take drastic steps very often. If he has occasionally done so in the past, few will care to challenge his power." (p. 88)
(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)
(1982). Out of the Crisis.
"Basically, what is wrong is that the performance appraisal or merit rating focuses on the end product, at the end of the stream, not on leadership to help people. This is a way to avoid the problems of people. A manager becomes, in effect, a manager of defects....
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
(1982). Quality Productivity and Competitive Position.
"The economic loss from fear is appalling. It is necessary, for better quality and productivity, that people feel secure." (p. 33)
(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)
(1988). Changing Ways: A Practical Tool for Implementing Change Within Organizations.
"A basic axiom of any change effort is that 'the further away the people defining the change are from the people who have to live with the change, then the more likelihood that the change will develop problems.'" (p. 59)
(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)
(1989). Is It Worth Dying For?.
"In America, people are identified by what they do, to the point that it often seems they are their work—in the eyes of others and even in their own eyes. It's no accident that we introduce ourselves by telling what we do for a living. That's why losing a job, being out of the job market for a long time, having serious conflict at work, or feeling torn between work and home can threaten much more than a source of income. These job stresses can undermine one's sense of personal worth and identity." (p. 209)
(1990). Staying Employed: What You Must Do Today to Ensure You Have a Job Tomorrow.
"Working at home has become acceptable—in fact, fashionable—just in the last few years. Many people dream of not having to fight traffic or play office politics but instead staying home and doing their work on a computer." (p. 179)
(1990). Total Customer Service : The Ultimate Weapon.
"The hard truth is that there's little place for the traditional middle manager in companies that go all out to serve customers. The skills that most such managers have mastered—protecting their fiefdoms, proving their importance by forcing all information and communications to flow through their offices, meticulously enforcing bureaucratic controls—become serious liabilities. Yet no matter how flat the organization, no company can function without middle management.
The solution service leaders often take is to redefine the middle manager's job. Instead of acting like a boss, he is encouraged to behave like a helper." (p. 106)
(1991). Hands-On Turbo C++.
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