Biblio

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Jackall, R. (1989).  Moral Mazes: The World of Corporate Managers.
"Given the proper assurances and assumptions, acceptance of blame can be an exercise in loyalty, although it is never without risk. But the more frequent case is when those with the power to do so foist or allow blame to fall on unwary or inexperienced underlings. They do so to cover up their own mistakes, or to extricate themselves from potentially embarrassing or politically untenable situations." (p. 86)
Jaffe, D. T., & Scott C. (1988).  Take This Job and Love It: How to Change Your Work Without Changing Your Job.
"Burnout is of epidemic proportions because of a delay in companies' responding to the new needs of their workforce, or mismatch between what people want from their job and what the job offers them. Burnout signals not that people are working too hard but that they are not used enough. It recedes when the individual worker is empowered to make the workplace different and when the company makes a commitment to serve its employees." (p. 39)
James, J. (1997).  Thinking in the Future Tense.
"Psychologist Sheldon Kopp warned clients to plow the fields of their past if they wanted to be able to plant their own crops. Business consultant Peter Senge agreed: 'Structures of which we are unaware hold us prisoner. Once we can see them and name them they no longer have the same hold on us. This is as true for the organization as it is for the individual.'" (p. 41)
James, M. (1977).  The OK Boss.
"[Good bosses] know that everyone needs strokes. Some people need more strokes of a certain kind than others. Without these particular strokes, they tend to shrivel up in some way. Their work may go sour, their ideas may become less creative, they may be absent more often, and their errors and poor decisions may increase." (p. 78)
Janes, J., & Sheehy G. (2007).  The Power of Experience : Great Writers Over 50 on the Quest for a Lifetime of Meaning.
"Crossing into second adulthood pushes us beyond the preoccupation with self. We are compelled to reexamine the made-to-order persona that gained us points and protection in our earlier, striving years. As we become more certain of the values we stand for—as we hunger to find more significance in the actions we take in the world—we may permit a 'little death' of that 'false self'. If so, we make room for the birth of a new self, one with the 'roundedness' of personality that Jung describes as possible only in the afternoon of life.

That is the power of experience." (p. xvii)

Janis, I. L. (1969).  Stress and frustration.
"Once we encounter a vivid demonstration of our vulnerability to a potential source of danger, we cannot maintain a relaxed attitude. We can no longer assume that the danger applies only to other people, that we shall never be touched by it." (p. 85)
Jansen, J. (2003).  I Don't Know What I Want, but I Know It's Not This : A Step-by-Step Guide to Finding Gratifying Work.
"Being bored or plateaued does not mean that you aren't working hard or that you don't have enough work to do. Being busy and dealing with the excessive stimulation that the workplace provides us with today have little to do with being bored. The combination of the two merely leads to a greater level of burnout." (p. 123)
Jones, B. G. (1989).  A Fight to a Better End.
"It's hard to forgive someone who is abusive or spiteful to you. It's even harder to forgive someone who doesn't care whether or not he or she is forgiven." (p. 157)

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