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Tapscott, D., Lowy A., & Ticoll D. (2000).  Digital Capital : Harnessing the Power of Business Webs.
"Corruption thrives in a culture of secrecy." (p. 182)
Tavris, C. (1989).  Anger: the misunderstood emotion.
"The anger that fuels revolt does not arise, therefore, from objective conditions of deprivation or misery. As long as people regard those conditions as natural and inevitable, as God's Law or man`s way, they do not feel angry about them. So sociologists speak instead of 'relative deprivation,' the subjective comparisons that people make when they compare their actual lives to what might be possible. Alexis de Toequeville observed that 'evils which are patiently endured when they seem inevitable become intolerable when once the idea of escape from them is suggested,' and the freed slave Frederick Douglass put the same idea more passionately. 'Beat and cuff your slave,' he wrote, 'keep him hungry and spiritless, and he will follow the chain of his master like a dog, but feed and clothe him well, work him moderately, surround him with physical comfort, and dreams of freedom intrude.'" (p. 261)
Taylor, F. W. (1967).  The Principles of Scientific Management.
"The knowledge obtained from accurate time study, for example, is a powerful implement, and can be used, in one case to promote harmony between workmen and the management, by gradually educating, training, and leading the workmen into new and better methods of doing work, or, in the other case, it may be used more or less as a club to drive the workmen into doing a larger day's work for approximately the same pay that they had received in the past." (p. 134)
Tennant, D. (2007).  Do You Exist?. Computerworld.
"You can no longer expect your professional standing to progress if you dont have an easily accessible, broadly informative presence on the Web. And while that virtual existence is essential in itself, it's not enough. You have to contribute something..."
Thomas, M. (1998).  A New Attitude: Achieve Personal and Professional Success by Keeping a Positive Mental Outlook. A New Attitude.
"Research shows that people in the lower echelons of their companies are more susceptible to stress and its negative effects than those at the top. Employees on the lower rungs of the corporate ladder often have high-demand jobs and little control." (p. 99)
Thoreau, H. D., Torrey B., & Sanborn F. B. (1906).  The Writings of Henry David Thoreau: Cape Cod and Miscellanies.
"If a man was tossed out of a window when an infant, and so made a cripple for life, or scared out of his wits by the Indians, it is regretted chiefly because he was thus incapacitated for — business! I think that there is nothing, not even crime, more opposed to poetry, to philosophy, ay, to life itself, than this incessant business." (p. 457)
Tieger, P. D., & Barron-Tieger B. (1995).  Do What You Are.
"Pressure to be what you aren't can cause lifelong confusion. If you are obliged to fit into a certain group mentality that really doesn't suit you (this could be a family dynamic, a school or community setting, or a professional environment), you may end up denying your true nature and not enjoying your required role. If you spend twenty years at a job you don't enjoy, you may end up not only out of touch with your natural interests but—even worse—with a distorted view of your own competence." (p. 90)
Tivnan, E. (1995).  Moral Imagination.
"It is this imagination of what it is like to be humiliated, oppressed, or treated cruelly that can provide the bridge between us and our moral enemies. While we know when we are being treated cruelly or have been humiliated, it is not always so easy to recognize our cruelty to others, nor how such cruelty has affected their lives." (p. 257)
Toffler, A. (1983).  Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"In Third Wave industries, the talk is all about employee participation in decision-making; about job enlargement and enrichment, instead of fractionalization; about flex-time instead of rigid hours; about cafeteria-style fringe benefits which give employees a choice, rather than a fait accompli; about how to encourage creativity rather than blind obedience." (p. 31)
Tolle, E. (2007).  The Art of Presence.
"I'm not allowing this world to drive me insane—because the world will do it, because the world is the externalized human mind." (Chapter 2 @1:27:30)
Tolstoy, L. (2002).  Anna Karenina (Signet Classics).
"They were the same memories of happiness that were now lost forever, the same sense of the meaninglessness of everything that he might still hope from life, the same consciousness of his own humiliation, and all of them followed in the same sequence of of images and feelings." (p. 423)
Toseland, R. W., & Rivas R. F. (2005).  An introduction to group work practice.
"The scapegoat, for example, receives much negative attention and criticism from the group because the member is blamed for a host of defects and problems. According to Schulman (1999), members attack the portion of a scapegoat's behavior that they least like about themselves." (p. 235)
Townsend, R. (1984).  Further up the organization.
"Good organizations are living bodies that grow new muscles to meet challenges. A chart demoralizes people. Nobody thinks of himself as below other people. And in a good company he isn't." (p. 159)

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