Biblio
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(1950). Theory of Sets.
(1970). Switching and Finite Automata Theory.
(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)
(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)
(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)
(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)
(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)
(1988). Database Processing.
(1988). The Constraints of Corporate Tradition: Doing the Correct Thing Not Just What the Past Dictates.
But when boosting productivity comes to mean in practice nothing more than an efficiency-driven effort to cut costs and do better with line workers what is now being done, we can watch the coral build up before our very eyes. In an earlier environment, the link between old-fashioned, direct labor-based productivity and competitive strength was obvious and immediate. Today, that linkage is more complicated and less certain. Doing the right things is every bit as important as doing things right. Time was, we could think of direct-labor productivity as a pretty fair approximation of competitiveness and be confident we were on the mark. No longer. The proxy does not hold. Forgetful that it was—and is—but a proxy that holds for some circumstances but not all, many of today's managers treat as a living fact what is no more than the hard shell of past experience.
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
(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)
(1990). Full catastrophe living: using the wisdom of your body and mind to face stress, pain, and illness.
"Patience is a form of wisdom. It demonstrates that we understand and accept the fact that sometimes things must unfold in their own time. A child may try to help a butterfly emerge by breaking open its chrysalis. Usually the butterfly doesn't benefit from this. Any adult knows that the butterfly can only emerge in its own time, that the process cannot be hurried." (p. 34)
(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)
(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)
(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)
(1993). Programming Under Mach.
(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)
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