Biblio
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(1998). Organization Development : Behavioral Science Interventions for Organization Improvement.
"Two basic assumptions about individuals in organizations pervade organization development. The first assumption is that most individuals have drives toward personal growth and development if provided an environment that is both supportive and challenging. Most people want to develop their potential. The second assumption is that most people desire to make, and are capable of making, a greater contribution to attaining organization goals than most organizational environments permit." (p. 67)
(1998). Nuts! : Southwest Airlines' Crazy Recipe for Business and Personal Success.
CURIOSITY FUELS LEARNING
Do you ever wonder how little kids learn? They try things. Their curiosity is uninhibited. Free from the constraints of a 'We've always done it this way' or 'It'll never work' kind of world, they get great joy out of putting the wheels of exploration and experimentation in motion. Their minds are free to wander. Totally enthralled, they exhibit a refreshing sense of wonder while they learn." (p. 113)
Do you ever wonder how little kids learn? They try things. Their curiosity is uninhibited. Free from the constraints of a 'We've always done it this way' or 'It'll never work' kind of world, they get great joy out of putting the wheels of exploration and experimentation in motion. Their minds are free to wander. Totally enthralled, they exhibit a refreshing sense of wonder while they learn." (p. 113)
(1967). Managers for tomorrow.
"The motivations for work that stem from the desire to hang on and protect ourselves from real or imaginary attack have one common core—the direction of the motivational force is negative. The aim is to avoid or minimize trouble. Work under such conditions is at best burdensome and at its worst approaches the nightmare fringes of terror. Short-range output may be high, but the endurance of the worker is as yet undetermined." (p. 134)
(2003). Managerial and organizational reality: stories of life and work.
"Defamation attempts to cut the reformer off from a potentially sympathetic following by attributing his attempts at reform to questionable motives, underlying psychopathology, or gross incompetence. This three-pronged attack is meant to blackmail the reformer into submission and to transform a sympathetic following into a mistrustful crowd of onlookers or an angry mob that feels resentful at having been deceived by the reformer." (p. 331, Rory O'Day)
(1989). Management.
"Rosabeth Kanter has argued that power can easily become institutionalized. Those whom others believe to possess power seem to find it easier to influence other people around them—and thus to garner even more genuine power. By the same token, 'powerlessness' is a difficult condition to overcome." (p. 306)
(1970). Man For Himself: An Inquiry Into the Psychology of Ethics.
"Since modern man experiences himself as both the seller and the commodity to be sold on the market, his self-esteem depends on conditions beyond his control. If he is 'successful,' he is valuable; if he is not, he is worthless." (p. 72)
(1995). The Little Schemer - 4th Edition.
(2006). JavaScript: The Definitive Guide.
(2000). Java Examples in a Nutshell.
(1998). Java Distributed Computing.
(1990). The Iliad.
712. Abstract
"Rage—Goddess, sing the rage of Peleus' son Achilles, murderous, doomed, that cost the Achaeans countless losses, hurling down to the House of Death so many sturdy souls, great fighters' souls, but made their bodies carrion, feasts for the dogs and birds, and the will of Zeus was moving towards its end. Begin, Muse, when the two first broke and clashed, Agamemnon lord of men and brilliant Achilles."
(2005). The Idiot.
(2010). Her Place at the Table: A Woman's Guide to Negotiating Five Key Challenges to Leadership Success.
"To our surprise, many of our informants reported having troubled relationships with key leaders. From their perspective, these leaders were difficult and had earned their reputations for psychologically abusive behaviors. To work with them they had to make clear—right from the start—the kind of treatment they expected (and would tolerate)." (p. 79)
(2002). The Heart of the Soul: Emotional Awareness.
"Boredom is the failure of the search for external fulfillment and refusal to look at what drove the search. Boredom is deep-rooted resistance to experiencing emotions after all efforts to distract attention from them have been ineffective. The root of boredom is resistance to painful emotions. This is the root of workaholism and perfectionism, also. In some cases the root produces boredom first, and then an escape into workaholism or perfectionism. In other cases, the workaholism or perfectionism comes first, and then boredom." (p. 193)
(1968). The Heart of Man: Its Genius for Good and Evil.
"The very need to achieve something creative makes it necessary to leave the closed circle of group solipsism and to be interested in the object it wants to achieve." (p. 94)
(2004). Head First Design Patterns.
(1994). Escape From Freedom.
"The inability to act spontaneously, to express what one genuinely feels and thinks, and the resulting necessity to present a pseudo self to others and oneself, are the root of the feeling of inferiority and weakness. Whether or not we are aware of it, there is nothing of which we are more ashamed than of not being ourselves, and there is nothing that gives us greater pride and happiness than to think, to feel, and to say what is ours." (p. 288)
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