Biblio

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2014
Norton, Q. (2014).  Against Productivity. Medium. Abstract
Productivity is a quality of perfect robots. Stories, adventures and all new things still have to come from messy humans.
2008
Norem, J. (2008).  The Positive Power Of Negative Thinking. 252. Abstract
"I should make clear from the outset that I don't think defensive pessimism is the ultimate solution to the world's problems, or even to I problems of any particular couple or individual. Defensive pessimists are neither saints nor paragons, and defensive pessimism has both costs and benefits. People are different, and what works well for some people may not work well for others—that's the point. (And what works well in some situations may not work well in all situations.) The costs and benefits of any strategy depend on who is using the strategy and what the circumstances are."
2004
Brewington, J. O., Nassar-McMillan S. C., Flowers C. P., & Furr S. R. (2004).  A Preliminary Investigation of Factors Associated With Job Loss Grief. Career Development Quarterly. 53(1), 78 - 83. Abstract
"Involuntary job loss has far-reaching effects on the well-being of individuals and families (Bejian & Salomone, 1995; Leana & Feldman, 1994; Turner, Kessler, & House, 1991; Vinokur, Price, & Caplan, 1996). Job loss can result in loss of identity, social contacts, and self-worth (Amundson & Borgen, 1992; Beehr, 1995). Coupled with economic loss, the emotional toll can be devastating."
2003
Frost, P. J., Nord W. R., & Krefting L. A. (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)
Bennis, W. G., & Nanus B. (2003).  Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
2001
Niven, D. (2001).  100 Simple Secrets of Happy People.
"If you see your work as only a job, then it's dragging you away from what you really want to be doing. If you see it as a calling, then it is no longer a toiling sacrifice. Instead, it becomes an expression of you, a part of you." (p. 98)
2000
Nkomo, S. M., McAfee B. R., & Fottler M. D. (2000).  Applications in Human Resource Management: Cases, Exercises, and Skill Building.
"This article (in Business Week) identified a number of family-oriented policies and programs followed by 24 leading companies. Among the most significant of these were modifications in the company culture, executive development to enhance 'sensitivity', child care, sick care, women on the board, career development policies, family-leave policies, maternity leave with partial pay, modified work and family benefits, flexible benefits, hiring a 'pluralistic' workforce, job sharing, mentoring programs, and part-time professional and/or executive positions...
In response to employee criticism and the potential for negative publicity, the board of trustees made a decision to establish a 'Task Force on the Work / Family Interface.'" (p. 87)
Namie, G., & Namie R. (2000).  The bully at work: what you can do to stop the hurt and reclaim your dignity on the job.
"Groupthink is George Orwell's term from 19841, the dark futuristic novel. Psychologists borrowed the term to describe a group incapable of critically assessing the pros and cons of a decision. Because the group members feel so tightly connected, so cohesive, they prefer to see only one side of an issue. They are easily led by a forceful leader and busy themselves by falling in line behind the boss and kissing up to stay in good favor. They become a mindless, overprotective clique when assembled as a group, putting the political goal of squashing dissent above all other matters."2
  • 1. Orwell, G. (1949).  1984.
  • 2. According to the Wikipedia entry on groupthink, it wasn't Orwell, but rather William H. Whyte, Jr., who coined the term, as he writes in 1952:
    "Groupthink being a coinage — and, admittedly, a loaded one — a working definition is in order. We are not talking about mere instinctive conformity — it is, after all, a perennial failing of mankind. What we are talking about is a rationalized conformity — an open, articulate philosophy which holds that group values are not only expedient but right and good as well."
    Wikipedia: groupthink
1999
1997
Nair, K. (1997).  A higher standard of leadership: lessons from the life of Gandhi.
"As a leader...you bear a great responsibility. If you set the direction, analysis and support will appear throughout the organization even if you are wrong. Those who are not in positions of power will find it difficult to disagree—to be truthful—because they fear for their careers and their futures." (p. 113)
1996
1995
1994
Nelson, B. (1994).  1001 Ways to Reward Employees.
"Everyone who works for Anheuser-Busch Companies, based in St. Louis, is entitled to two free cases of beer a month." (p. 214)
1993
1991
1990
1989
1986
Nierenberg, G. I. (1986).  The art of creative thinking.
"Probably the greatest deterrent to creative thinking is in not recognizing that...we have a problem that needs a solution. At the other extreme are the innately creative who recognize problems and enjoy the challenge and possible rewards of solving them. Most of us fall between the two extremes. We recognize the problem but are at a loss to make a creative leap that will bring a solution." (p. 159)

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