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(1955). The Sane Society.
"[Man] is part of the machine, rather than its master as an active agent. The machine, instead of being in his service to do work for him which once had to be performed by sheer physical energy, has become his master. Instead of the machine being the substitute for human energy, man has become a substitute for the machine. His work can be defined as the performance of acts which cannot yet be performed by machines." (p. 180)
(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)
(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)
(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)
(1973). The Anatomy of Human Destructiveness.
"Power can mean power over people, or it can mean power to do things...Many writers, unfortunately, make use of this ambiguous meaning of the words 'power' and 'control', and in order to smuggle in the praise of 'power over' they identify it with 'power to'. Moreover, lack of control does not mean lack of any kind of organization, but only of those kinds in which the control is exploitative and the controlled cannot control the controllers." (p. 394)
"Being powerless and hence in danger of being enslaved, or having power and hence in danger of becoming dehumanized, are two evils. Which is to be shunned the most is a matter of religious and moral or political conviction." (p. 395)
(1982). The Computer Establishment.
"Computing is a technology with many paths to follow; at each fork there is vigorous dissension among the brightest practitioners. We need to preserve that dissension, to offer scientists and businessmen a reasonable chance to pursue whatever goal seems promising and customers the greatest possible opportunity to choose their supplier." (p. 408)
(1986). Communication and Community: implications of Martin Buber's Dialogue.
"Shunning has been used for centuries as a paradoxical technique of collectively disciplining a person to bring him or her back into the group. This method may be the lesser of evils, however. As one my friends keenly observed, shunning is better than death, which has been used in some groups to eliminate the deviant. Given these two bleak choices, most of us would probably choose being ignored, But we should not minimize the pain one can feel from such exclusion. As William james stated, there is no more fiendish behavior than to act as if 'another did not exist.'"
(1987). Barron's Dictionary of Business Terms.
"Management Style: the leadership method a manager uses in administering an organization. For example, it may be said a manager has a very informal style, which signifies that the manager does not practice close supervision and believes in open communication." (p. 342)
(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)
(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."
(1993). AMA Management Handbook.
"Scott and Hart indicate in Organizational America (Houghton Mifflin, 1979) that unfortunately the degree to which we deny our innate human nature may have already thrown open the door to domination of most Americans by organizational imperatives."
(1993). The Psychodynamics of Organizations.
(, Ed.).
"A wide variety of approaches that guide investigation of organizational life have openly and strongly challenged the assumption that organizations behave as rational systems." (p. xiv)
(1993). Anne Frank: The Diary of a Young Girl.
306. Abstract
"Daddy has been home a lot lately, as there is nothing for him to do at business; it must be rotten to feel so superfluous." (p. 12)
(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)
(1994). Self-Esteem : A Proven Program of Cognitive Techniques for Assessing and Improving.
"Within a given profession or social level, our culture next awards worth based on accomplishments. Getting a raise, a degree, a promotion, or winning in a competition are worth a lot. Acquiring the right house, car, furnishings, boat, or college education for your kids—all those accomplishments are worth a lot, too. If you get fired or laid off, lose your home, or in any other way slip down the accomplishment ladder, you are in deep trouble. You lose all your counters and become socially worthless.
Buying into these cultural concepts of worth can be deadly. For example, John was a bank examiner who equated his worth with his accomplishments at work. When he was late in meeting an important deadline, he felt worthless. When he felt worthless, he got depressed. When he got depressed, he worked slower and missed more deadlines. He felt more worthless, got more depressed, worked less diligently, and so on in a deadly downward spiral." (p. 88)
Buying into these cultural concepts of worth can be deadly. For example, John was a bank examiner who equated his worth with his accomplishments at work. When he was late in meeting an important deadline, he felt worthless. When he felt worthless, he got depressed. When he got depressed, he worked slower and missed more deadlines. He felt more worthless, got more depressed, worked less diligently, and so on in a deadly downward spiral." (p. 88)
(1995). The Little Schemer - 4th Edition.
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