Biblio
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(1977). Computer Data Structures.
(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)
(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)
(1985). Operating system concepts.
(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)
(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)
(1987). Logic Tools for Programming.
(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)
(1990). Inside Smalltalk (Volume 1).
(1990). Hidden Agendas.
"A psychological contract and a relationship that works for both parties is flexible enough to accomodate both shattered illusions and changing circumstances. However, that flexibility is not easy to come by and most of us at least initially resist altering our expectations in any way. Instead, we become all the more determined to make the other person or the relationship measure up to our standards." (p 147)
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
(1990). The Minneapolis Job Bank, 1991.
"YOU'RE FIRED!!
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
(1993). End of Bureaucracy and the Rise of the Intelligent Organization.
"Freedom and democratic self-managment remain the foundation of hope, not only in nations but also inside institutions where people spend their daily lives. Choice is the basis of community if relationships are both egalitarian and collaborative and if there are participative ways for everyone to share responsibility." (p. 231)
(1993). The Last Days of Socrates: Euthyphro/The Apology/Crito/Phaedo.
"Present circumstances are quite enough to show that the capacity of ordinary people for doing harm is not confined to petty annoyances, but has hardly any limits once you get a bad name with them." (p. 78)
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