Biblio
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(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)
(1967). The New Industrial State.
(1968). The SNOBOL4 programming language.
(1986). The Dance of Anger.
"In using our anger as a guide to determining our innermost needs, values, and priorities, we should not be distressed if we discover just how unclear we are. If we feel chronically angry or bitter in an important relationship, this is a signal that too much of the self has been compromised and we are uncertain about what new position to take or what options we have available to us. To recognize our lack of clarity is not weakness, but an opportunity, a challenge, and a strength." (p. 106)
(1986). Stigma: Notes on the Management of Spoiled Identity.
"That which can be told about an individual's social identity at all times during his daily round and by all persons he encounters therein will be of great importance to him. The consequence of a presentation that is perforce made to the public at large may be small in particular contacts, but in every contact there will be some consequences, which, when taken together, can be immense. Further, routinely available information about him is the base from which he must begin when deciding what tack to take in regard to whatever stigma he possesses. Thus, any change in the way the individual must always and everywhere present himself will for these very reasons be fateful—this presumably providing the Greeks with the idea of stigma in the first place." (p. 48)
(1987). When Smart People Fail.
"There are several basic kinds of organizational environments: corporate, entrepreneurial, intrapreneurial (independent responsibility within a corporate structure), partnership, or complete autonomy (in the case of the artist). Sometimes the real you is in the wrong environment." (p. 109)
(1989). Before It's Too Late: Employee Involvement, an idea whose time has come.
"When I started working in employee involvement I was completely unaware of the psychological implications. But then we began to observe behavior changes of the workers, and began to hear comments from their friends and spouses. We were experiencing a dramatic and powerful change that extended beyond the confines of the workplace. We were dealing with a concept that was affecting the whole person.
It was then, and only then, that we realized how tragic it is when a management system doesn't understand the need for recognition, for self-actualization, and job enrichment...and doesn't understand that how we treat people will largely determine how they respond and perform." (p. 85)
It was then, and only then, that we realized how tragic it is when a management system doesn't understand the need for recognition, for self-actualization, and job enrichment...and doesn't understand that how we treat people will largely determine how they respond and perform." (p. 85)
(1991). Primer of Biostatistics.
(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)
(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)
(1993). The Creative Spirit.
"'Love is not a word people talk about easily', says Larry Wilson, 'Yet, increasingly, we're seeing that people are wanting to know that somebody cares about them, that they are not just seen as some interchangeable part. Real leadership is about demonstrating that your intention is to care for people and support their growth.'" (p. 139)
(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)
(1994). Muse in the Machine.
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