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Galos, J. - B., & McIntosh S. (1997).  Firing back: power strategies for cutting the best deal when you're about to lose your job.
" may already be convinced that your co-workers, likable and helpful souls as they may have been during good times, are not really part of your protective, extended family. When the bad times came, many of them disappointed you. Either they weren't there for you or they weren't able to solve your problems. If they felt threatened themselves, they were running for cover. Even if they thought they were safe, they were probably showing you a side of themselves you hadn't seen before: a cold, distant, suspicious, or cruel side. But what made you think you were all part of a great big family?" (p. 207)
Gardner, J. (1961).  Excellence.
"It may help the reader to know what my own vantage point is. I am concerned with the social context in which excellence may survive or be smothered. I am concerned with the fate of excellence in our society." (p. 11)
Gates, B., Myhrvold N., & Rinearson P. (1995).  The Road Ahead.
"As behaviorists keep reminding us, we're social animals. We will have the option of staying home more because the [information] highway will create so many new options for home-based entertainment, for communications—both personal and professional—and for employment. Although the mix of activities will change, I think people will decide to spend almost as much time out of their homes." (p 206)
Gelb, M. J., & Miller-Caldicott S. (2008).  Innovate Like Edison: The Five-Step System for Breakthrough Business Success.
"The most innovative contemporary workplaces welcome humor and play and the most bureaucratic ones invariably take themselves too seriously. Overseriousness is a warning sign of mediocrity and bureaucratic thinking." (p. 124)
Genua, R. L. (1992).  Managing Your Mouth: An Owner's Manual for Your Most Important Business Asset.
"...deception is carried out when a group of individuals conspire to ensure that the sanctity of their mission is protected...Quite frequently in government and industry it is a perfectly normal and accepted practice to carry out deception. The intent of deception is to keep the enemy or adversary in the dark to protect and safeguard vital information. It is common practice that is exercised at the highest levels of federal government and the highest levels in the private sector." (p. 166)
George, B., & Sims P. (2007).  True north: discover your authentic leadership.
"When you do not feel in a safe place, you cover your core self to protect it from exposure and harm, and you develop a false self." (p. 77)
Gerstner, L. (2004).  Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change.
"This codification, this rigor mortis that sets in around values and behaviors, is a problem unique to—and often devastating for—successful enterprises." (p, 185)
Gilbert, P. (1992).  Depression: the evolution of powerlessness.
"There is, therefore, an archetypal fear of outsiders and also of being made an outsider. Many films and other forms of art reflect this basic fear. Furthermore, group membership is an important aspect of self-esteem and self-identity (see Abrams et al., 1990, and Chapter 7 this volume). Another interesting observation is that following loss of rank an animal (e.g., in gorillas) may take up a solitary life. Once someone has involuntarily fallen in rank (been deposed) they can be ejected from groups quite quickly. Group living, therefore, runs parallel with the need to feel part of a group, supported by a group, and hence free from potential persecution. Lone primates often find it difficult to be accepted in a group unless they can make some bid for dominance or attract allies. In humans also non-acceptance can elicit aggression, but submission/ withdrawal/ avoidance is probably more common." (p. 181)
Gilley, K. (1997).  The Alchemy of Fear, How to Break the Corporate Trance and Create Your Company's Successful Future.
"One would expect that, when a group of bright people come together to make a decision or analyze a problem, their combined abilities would result in a group intelligence greater than that of any individual. Instead, most groups experience exactly the opposite—inverse intelligence. The resulting group intelligence is significantly less than that of any individual of the individuals within it." (p. 80)
Gilman, C. (2002).  Doing work you love: Discovering your purpose and realizing your dreams.
"Innovation requires risk and independent-minded people with self-employed attitudes.
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
Gladwell, M. (2002).  The Tipping Point: How Little Things Can Make a Big Difference.
"The mistake we make in thinking of character as something unified and all-encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people's behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a 'dispositional' explanation for events, as opposed to a contextual explanation."
Gladwell, M. (2008).  Outliers: The Story of Success. 199. Abstract
"My wish with Outliers is that it makes us understand how much of a group project success is. When outliers become outliers it is not just because of their own efforts. It's because of the contributions of lots of different people and lots of different circumstances, and that means we, as a society, have more control about who succeeds—and how many of us succeed—than we think."
Glass, J. M. (1995).  Psychosis and Power: Threats to democracy in the self and the group.
"It is critical that we take the 'different' into account, that we allow for its expression, refuse to be pushed into cynicism by negative passion, learn not to hate difference, respect the 'distinctive features' of what is other." (p. 9)
Gleick, J. (2000).  Faster: The Acceleration of Just About Everything.
"Our idea of boredom—ennui, tedium, monotony, lassitude, mental doldrums—has been a modern invention. The word boredom barely existed even a century ago." (p. 270)

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