Biblio
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(1965). The Divided Self.
"The component we wish to separate off for the moment is the initial compliance with the other person's intentions or expectations for one's self, or what are felt to be the other person's intentions or expectations. This usually amounts to an excess of being 'good', never doing anything other than what one is told, never being 'a trouble', never asserting or even betraying any counter-will of one's own. Being good is not, however, done out of any positive desire on the individual's part to do the things that are said by others to be good, but is a negative conformity to a standard that is the other's standard and not one's own, and is prompted by the dread of what might happen if one were to be oneself in actuality. [emphasis mine] This compliance is partly, therefore, a betrayal of one's own true possibilities, but is also a technique of concealing and preserving one's own true possibilities, which, however, risk never becoming translated into actualities if they are entirely concentrated in an inner self for whom all things are possible in imagination but nothing is possible in fact."
(1966). Automation, education, and human values.
"A fourth reason [we regard widespread automation with suspicion] lies in our inability to think of a responsible role in society which is not evaluated as a job, paid for with money, which individuals seek freely, from which they can be fired, and at which they must work or else, if not starve, they will live in humiliation and deprivation. We can look forward to a day in which the privilege of working will be open to all but under no threat of starvation." (p. 69)
(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)
(1973). Aging & mental health : positive psychosocial and biomedical approaches.
"New models of vocational rehabilitation, supported employment, and skill development will need to be developed to respond to the desires of older adults to engage in meaningful activities in late life." (p. 177)
(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)
(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)
(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.
(1976). Psychological Man.
"In displacement or substitution, we vent our feelings on a convenient but inappropriate target. This is the attack which follows projection. Scapegoating is just one variation of this mechanism. Managers frequently unload their disappointment in themselves onto their subordinates." (p. 36)
(1978). The Scarlet Letter: An Authoritative Text, Essays in Criticism and Scholars.
"A third group—'those best able to appreciate the minister's peculiar sensibility and the wonderful operation of his spirit upon the body'—see the letter as a psychic cancer that gradually manifested itself physically." —Roy R. Male (p. 334)
(1978). Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
(1981). Language and Linguistics.
(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)
(1986). TRENDS IN SPEECH RECOGNITION.
(1988). What Works at Work: Lessons from the Masters.
"The sunflower effect—doing what your boss wants you to do—is still very powerful in all organizations because the power in all organizations is significantly at the top. Conflicts at high levels in organizations reverberate all the way down, reflecting the displacement downward of that anger and hostility and once again reflecting power at the top." (p. 282)
(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)
(1990). Inside Smalltalk (Volume 1).
(1991). Developing and Training Human Resources in Organizations (2nd Edition).
"Despite its wide use, punishment can have unfortunate side effects. First, there is a high probability that the response will be reduced only when the punishment agent is present....Second, punishment may result in avoidance, hostility, or even counteragression toward the punishing agent." (p. 235)
(1993). Programming Under Mach.
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