Biblio
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(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)
(1966). On Aggression.
"Aggression elicited by any deviation from a group's characteristic manners and mannerisms forces all its members into a strictly uniform observance of these norms of social behavior. The nonconformist is discriminated against as an 'outsider' and, in primitive groups, for which school classes or small military units serve as good examples, he is mobbed in the most cruel manner." (p. 79)
(1976). New Ways of Managing Conflict.
"The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all relationships with the organization, each member will in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance." (p. 108)
Likert provided this quote from his book of 15 years earlier, "New Patterns of Management", and refers to it as the most fundamental of all his leadership principles.
Likert provided this quote from his book of 15 years earlier, "New Patterns of Management", and refers to it as the most fundamental of all his leadership principles.
(2007). The New American Workplace.
"In particular, there was growing evidence that if unnecessary job stress could be reduced, workers would suffer fewer heart attacks and strokes.... Moreover, a growing body of data suggested that many mental health problems have their genesis at work, and excessive drug and alcohol use are linked with certain occupations and conditions of employment." (p. 103)
(2008). The Management Gurus: lessons from the best management books of all time.
(, Ed.).
"Finally, the traditional hierarchy—the pyramid structure of almost all organizations—has to be discarded. The traditional top-down method of leadership is wasteful and ineffective because a company's need to innovate continues to conflict with shared assumptions about loyalty and unquestioning obedience. This situation must change." (p. 269)
(1999). The Long Road to Forgiveness.
"In contrast to justice and acceptance, forgiveness is not only the recovery of our spirit, but also the enlargement of that spirit—somehow, some way—to imagine the humanity of the injuring person. And why would we want that?
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
(1996). Learn to Earn: A Beginner's Guide to the Basics of Investing and Business.
"Chewing gum and candy companies, such as Wrigley's, can thrive on recessions, because as Mr. Wrigley himself once said: 'The sadder they are, the more the people chew.'" (p. 84)
(1981). Language and Linguistics.
(1990). Inside Smalltalk (Volume 1).
(1997). Industrial Strength Java.
(1989). How you really get hired: The inside story from a college recruiter.
"I am not a soapbox person, but I have seen so many employees mourn the loss of a job with the same feelings experienced with the loss of a loved one—guilt, frustration, anger, and finally acceptance. Americans often make the mistake of transposing who they are into what they do. You are many things: friend, spouse, neighbor, church member, card carrying ACLU member, co-worker, parent, advisor, and...Marketing Manager. The essence of you will never be reflected in your job title." (p. 188)
(1994). How to Keep People From Pushing Your Buttons.
"Sometimes we get terribly bent out of shape when someone treats us insensitively, manipulates us, takes advantage, or is downright unfair. Therefore, we are not suggesting that if you are treated unfairly, you roll over and say 'Hit me again, baby. Beat me to a pulp' or 'Well—ha, ha—nobody's perfect. Maybe they didn't mean it.' You can still decide to do everything possible to redress injustices and unfairness, whether they be personal or social, without overrreacting and becoming part of the problem." (p. 72)
(2006). Harry Levinson on the Psychology of Leadership.
"When people in defeat deny their angry feelings, that denial of underlying, seething anger contributes to the sense of burnout.
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)
(1973). The Great Jackass Fallacy.
"People will avoid, evade, escape, deny, and reject both the jackass assumption and the military style hierarchy, for few people can tolerate being a jackass in a psychological prison without doing something about it." (p. 13)
"...then the managerial task becomes one of alliance with the ego ideals of employees one supervises rather than fighting the individuals or manipulating them in the psychological prison that is the contemporary hierarchical environment." (p. 105)
(2004). Fear and Other Uninvited Guests: Tackling the Anxiety, Fear, and Shame That Keep Us from Optimal Living and Loving.
"Blaming is the easiest way to ruin your career. It's surprising how many people blame when it never benefits the blamer. If you observe the best employees or bosses, they don't blame, they just talk about the facts of what happened with another person." (p. 107)
(1975). Executive Stress.
"The cost of self-doubt in dollars and frustration is beyond computation. Despite their capacity for zest and spirit, uncounted numbers of people endure what they experience as dead-end traps with quiet desperation. They want to do something bigger and more exciting than what they are doing, but they are either afraid or don't know where to begin. They are trapped by barriers they cannot see and hindered by psychological glasses that distort their perception of themselves. The tragedy of having given up on themselves is that so many could use what seem to be barriers as stepping stones to gratification. Too much self-doubt blinds us to the opportunities around us. Without knowing where to start pulling oneself out of the psychological trap, even the person with considerable self-confidence has difficulty doing so." (p. 74)
(2001). Ethics for the New Millennium.
260. Abstract
"And whereas a vision properly motivated—which recognizes others' desire for and equal right to happiness and to be free of suffering—can lead to wonders, when divorced from basic human feeling the potential for destruction cannot be overestimated." (p. 72)
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