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(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). Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
(1987). Thriving on Chaos: handbook for a management revolution.
"Today, there is an especially virulent form of corruption induced by overly rigid systems. This new corruption, in service to the 'system's imperative,' is non-responsiveness to constituent needs." (p. 606)
(1987). Logic Tools for Programming.
(1986). Notes on How to Live in the World (and Still Be Happy).
"Thinking that appearances are everything, the ego naturally concludes that 'you are what you do.' During our middle span of life the seemingly affable question 'What do you do?' really means 'Are you somebody?' and most of us think far too much about how to word our answer should some stranger at a party ask us this question, even though if we just took a moment to look at our feelings we would see that we really don't care what a stranger thinks of us. It is only our ego that attempts to judge, and being quite blind, all it can see is other egos. This common social line of attack and counterattack has so very little to do with what people are at their core that you would think it would be self-evident that a person's means of earning a living reveals only the most superficial and insignificant information about what he or she is, and yet the issue of career has become a source of great unhappiness." (p. 115)
(1985). The Culture of Technology.
Harry Braverman draws an instructive comparison with the first industrial revolution. That was not primarily a technical revolution; there was no change in the nature of many processes, which were merely reorganized on the basis of the division of labour. Craft production was dismembered and subdivided so that it was no longer 'the province of any individual worker'. In the modem 'revolution' the whole system is transformed. New materials, techniques and machines are used in an effort 'to dissolve the labour process as a process conducted by the worker and reconstitute it as a process conducted by management'. The individual workman or operative is analysed almost as a piece of machinery; he or she is seen as a 'sensory device', linked to a 'computing mechanism' and 'mechanical linkages'. This, says Braverman, is what modern industry 'makes of humanity'; labour is 'used as an interchangeable part' and progress is seen as a matter of indefinitely increasing the number of tasks that can be carried out by machine. The final triumph is achieved when all the human components have been exchanged for mechanical or electronic ones." (p. 110)
(1985). Operating system concepts.
(1984). In Search of Excellence: Lessons from America's Best-Run Companies.
"The most discouraging fact of big corporate life is the loss of what got them big in the first place: innovation. If big companies don't stop innovating entirely, the rate almost certainly goes way down." (p. 200)
(1982). The Art of Japanese Management: Applications for American Executives.
"The evidence would suggest that for most of us being pushed too hard and crowded into a corner is counterproductive. Great honesty is seldom helpful without empathetic compassion, skillfully expressed in private, by someone assumed to care about the other person's well-being." (p. 158)
(1977). Computer Data Structures.
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