Biblio
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(2000). Failing Forward: Turning Mistakes into Stepping Stones for Success.
"Why are people so hesitant to change? I believe that some, like Audubon, believe they are supposed to pursue a particular course of action for some reason—even though it doesn't suit their gifts and talents. And when they are not working in areas of strength, they do poorly." (p. 91)
(1999). Enterprise JavaBeans.
(2002). The End of Work As We Know It.
"The U.S. National Institute for Occupational Safety and Health tells us that stress is becoming the biggest reason for workplace disability claims."
(1997). Effective C++.
(1995). Dynamics of software development.
"Scapegoatism is a maladaptive, defensive reaction in which failure and other evils are magically warded off by finding someone to blame. The team will find a scapegoat instinctively as a way of preserving local functionality in spite of a deteriorating general situation." (p. 138)
(2001). Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era.
"If you think about the traditional corporate structure, what determines who's going to be a part of the debate? Simple: the people who are allowed in the meeting room." (p. 78)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
(2001). DB2 Universal Database v7.1.
(1986). Creativity in business.
"People who don't understand where creatively successful individuals get their confidence and risk-taking ability don't know what you know about the devastating VOJ (Voice of Judgement). Judgement creates fear and destroys confidence. Judgement shows any alternative to be fraught with risk. Judgement says no to experimentation, discovery, trail-blazing. Judgement says 'Stay right here and like it.'" (p. 56)
(1989). Creative Organization Theory.
"As we all know, bureaucracies are supposed to operate 'by the rules.' They are places where individual initiative, enterprise, and creativity are supposed to take second place—if they are permitted at all!—to the policies and procedures that have been defined or authorized by those in charge of the organization as a whole.
Weber observed that the bureaucratic approach to organization mechanized the process of administration, exactly as machines had routinized production in industry. And his writings make frequent reference to how this process of mechanization squeezes out the human dimension." (p. 49)
(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.'"
(2001). Business Is Combat: A Fighter Pilot's Guide to Winning in Modern Business Warfare.
"This book began with people and it ends with people, because ultimately they are an organization's greatest asset. It is individuals who innovate, not companies. It is individuals who persist against all odds, not corporate guidelines or a time clock."
(1995). Building Community: The Human Side of Work.
"The best organizations consider the unique characteristics of each person: the needs of some for stability and others for variety; the needs of some for latitude and others for structure; the dependable delivery of some and the creative ideas of others; the open-mindedness of some and the rigid allegiances of others. What is consistent is that all people are treated with respect and dignity."
(1985). Bringing Out the Best in People: How to Enjoy Helping Others Excel.
"Management by Encouragement
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
(2002). Breaking Free from Stress: How to Find Peace When Life's Pressures Overwhelm You.
"People fear losing their jobs and worry about their performances. Too many leave their employment feeling drained and used up. Obviously this leaves little to give to others, particularly family." (p. 63)
(2009). Billy Budd.
"Now envy and antipathy, passions irreconcilable in reason, nevertheless in fact may spring conjoined like Chang and Eng in one birth. Is Envy then such a monster? Well, though many an arraigned mortal has in hopes of mitigated penalty pleaded guilty to horrible actions, did ever anybody seriously confess to envy? Something there is in it universally felt to be more shameful than even felonious crime. And not only does everybody disown it, but the better sort are inclined to incredulity when it is in earnest imputed to an intelligent man. But since its lodgement is in the heart not the brain, no degree of intellect supplies a guarantee against it."
(1990). Beware the Naked Man Who Offers You His Shirt.
"You'll find politics in every office, and I'm including a two-person hot-dog stand in my definition of an office. People are always jockeying for position, and the kinds of people I'm talking about are the only three kinds I'm certain are out there: sharks, shark-bait, and shark-proof. Which one are you?" (p. 49)
(1979). The Art of Software Testing.
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