Biblio
Printer-friendly version
] Filters: First Letter Of Last Name is K [Clear All Filters]
(1992). Kohler Economics.
"Although short-term involuntary unemployment may be viewed as a welcome vacation, prolonged unemployment wreaks havoc within the affected families. It erodes the self-worth of the affected individuals and possibly even their skills. Eventually, unemployment benefits cease, savings are used up, appliances, cars, and clothes wear out, and despair moves in. Various studies have linked rising unemployment rates with increased incidence of divorce, suicide, disease (notably cardiovascular failure and cirrhosis of the liver), crime, and more. The personal costs just cited, when sufficiently widespread, can tear apart civilized society." (p. 166)
(1992). No Contest : The Case Against Competition.
"As soon as play becomes product-oriented or otherwise extrinsically motivated, it ceases to be play." (p. 81)
(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)
(2001). When Corporations Rule the World.
"Human well-being will never be secured by the kind of economic growth demanded by a rogue financial system that values people, planet, and the civilizing bonds of culture and community only for their current market price. It comes down to a question of how we want to live. If we want societies that value life more than money, we must re-create our institutions accordingly." (p. 229)
(1990). Force For Change : How Leadership Differs from Management.
"Leadership is different [from management]. Achieving grand visions despite the obstacles always requires an occasional burst of energy, the kind that certain motivational and inspirational processes can provide. Such processes accomplish their energizing effect, not by pushing people in the right direction, as a control mechanism often does, but by satisfying very basic human needs: for achievement, belonging, recognition, self-esteem, a sense of control over one's life, and living up to one's ideals. These processes touch us deeply and powerfully, and elicit a most powerful response." (p. 63)
(2003). Beyond Blame: How to Resolve Conflicts with Friends, Lovers, and Co-Workers.
"Avoid even the appearance of blame. No surprise here. This is, after all, the main theme of this book....
"There is nothing that will sabotage any strategy you employ more quickly than the mere suggestion that you are blaming the other person for the troubles. Equally detrimental is for you to accept blame that is directed toward you. This compliance tactic (perhaps even driven by the misguided belief that one person can be at fault in a conflict) will only encourage further fault-finding in the future." (p. 223)
"There is nothing that will sabotage any strategy you employ more quickly than the mere suggestion that you are blaming the other person for the troubles. Equally detrimental is for you to accept blame that is directed toward you. This compliance tactic (perhaps even driven by the misguided belief that one person can be at fault in a conflict) will only encourage further fault-finding in the future." (p. 223)
(1987). The Leadership Challenge.
"Still another way to build trust is by being open about your own actions and intentions. You don't find it easy to trust someone who is secretive or who 'plays the cards close to the vest.' Scrupulously avoiding 'secret' meetings and closed-door sessions is essential, because such secrecy fuels images of organizational politics and chicanery." (p. 152)
(1988). Database Processing.
(2011). Rock Then Roll: The Secrets of Culture-Driven Leadership.
"Nothing I can say will be more important to remember than this: you need an enemy. They can be real or imagined, but you need one." (p. 110)
(1987). When All You've Ever Wanted Isn't Enough.
"Martin Buber, an important twentieth-century theologian, taught that our relationships with others take either of two forms. They are either I-It, treating the other person as an object, seeing him only in terms of what he does, or I-Thou, seeing the other as a subject, being aware of the other person's needs and feelings as well as one's own." (p. 54)
(2008). Love the work, hate the job: why America's best workers are unhappier than ever.
"Although [Dan Pink] did cite the use of long-term temporary workers at companies like Microsoft as examples of a problem, not a promising new trend, he exaggerated the extent to which short-term employment and self-employment were voluntary. After all, how many downsized executives, professionals, and technicians describe themselves as 'consultants,' rather than as job hunters, because admitting they were laid off sounds perilously close to labeling themselves 'losers'?" (p. 53)
(C)2014 CC-BY-NC 3.0, workcreatively.org