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(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)
(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)
(1950). Theory of Sets.
(1970). Switching and Finite Automata Theory.
(2008). The Shock Doctrine: The Rise of Disaster Capitalism.
"'The use of cancer in political discourse encourages fatalism
and justifies "severe" measures—as well as strongly reinforcing
the widespread notion that the disease is necessarily fatal.
The concept of disease is never innocent. But it could be argued
that the cancer metaphors are in themselves implicitly genocidal.'
—Susan Sontag, Illness as Metaphor, 1977" (p. 177)
and justifies "severe" measures—as well as strongly reinforcing
the widespread notion that the disease is necessarily fatal.
The concept of disease is never innocent. But it could be argued
that the cancer metaphors are in themselves implicitly genocidal.'
—Susan Sontag, Illness as Metaphor, 1977" (p. 177)
(1985). Shame: The Power of Caring.
"Defenses against shame are adaptive. They have been the client's only ways of surviving intolerable shame. Strategies of defense aim at protecting the self against further exposure and further experiences of shame. Several of the most prominent strategies are rage, contempt for others, the striving for perfection, the striving for power, and internal withdrawal. Both perfectionism and excessive power-seeking are strivings against shame and attempt to compensate for the sense of defectiveness which underlies internalized shame. None of these are unitary strategies; rather, they become expressed in unique and varied ways, with several often functioning together." (p. 128)
(1992). Selling the Dream: How to promote your product, company, or ideas, and make a difference using everyday evangelism.
"At great companies, management leaves the engineers alone. At good companies, management interferes but engineers ignore them. At lousy companies, management thinks it is the engineers. 'Engineers' is too specific a term here; I mean anyone who creates products, services, and projects." (p. 148)
(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)
(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). Programming Under Mach.
(1991). Organizations on the Couch: Clinical Perspectives on Organizational Behavior and Change.
"The institutionalized work group accomplishes work in a routine and rational fashion. Procedure, rules, and regulations may take priority over quality of work, substance of product and service, and overall meaning and purpose of task accomplishment. Intra- and interorganizational boundaries are often rigid and inflexible. Bureaucratic administration replaces leadership." (p. 204)
(1982). The Organizational Unconscious: How to Create the Corporate Culture You Want and Need.
"One company we had the good fortune to work with some twenty years ago was shockingly changed when we visited it recently. People who had once cared deeply for one another and demonstrated high levels of creativity and innovation had become bureaucratized and uncaring, both in their work and in their interrelationships. The company had grown in size, but had shrunk in quality. Its earlier dynamism had become only a memory in the minds of the few who had originally created it." (p. 110)
(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)
(1981). The New Rational Manager.
In human performance problems, assessing consequences is an attempt to protect an employee's future against unintended harm....Actions affecting human beings have multiple consequences—some good, some harmful. Fairness requires that at least any unintended effects be assessed. The organization should not decide for the employee how life in the future should be lived; rather, it must be aware of how today's decisions affect tomorrow's conditions." (p. 198)
(2009). Michael Moore: America's Teacher.
"But we spend eight to ten to twelve hours of our daily lives at work, where we have no say. I think when anthropologists dig us up 400 years from now—if we make it that far—they're going to say, 'Look at these people back then. They thought they were free. They called themselves a democracy, but they spent ten hours of every day in a totalitarian situation and they allowed the richest 1 percent to have more financial wealth than the bottom 95 percent combined.'
Truly they're going to laugh at us the way we laugh at people 150 years ago who put leeches on people's bodies to cure them."
Truly they're going to laugh at us the way we laugh at people 150 years ago who put leeches on people's bodies to cure them."
(1995). The Metamorphosis, in the Penal Colony, and Other Stories.
"If I had first called the man before me and interrogated him, things would have got into a confused tangle. He would have told lies, and had I exposed these lies he would have backed them up with more lies, and so on and so forth. As it is, I've got him and I won't let him go.—Is that quite clear now?" (The Penal Colony, p. 199)
(2003). Managerial and organizational reality: stories of life and work.
"Defamation attempts to cut the reformer off from a potentially sympathetic following by attributing his attempts at reform to questionable motives, underlying psychopathology, or gross incompetence. This three-pronged attack is meant to blackmail the reformer into submission and to transform a sympathetic following into a mistrustful crowd of onlookers or an angry mob that feels resentful at having been deceived by the reformer." (p. 331, Rory O'Day)
(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)
(1995). Linux Network Administrator's Guide.
(2005). Life's a Bitch and Then You Change Careers: 9 Steps to Get You Out of Your Funk & on to Your Future.
"I define career as a combination of:
- The particular occupation you choose to pursue and train for that is a significant part of your life and may or may not fit who you are
- The activities, experience, and knowledge you accumulate; skills you develop and progress you make while you're in that occupation" (p. 13)
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