Biblio

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Westhues, K. (2005).  Winning, losing, moving on : how professionals deal with workplace harassment and mobbing. (Ursula A. Falk, Gerhard Falk, Ed.).
"In our western culture people are judged by their achievements, their earning power, status directly related to employment, and ability to climb the ladder of success. That is the reason it is especially tragic and emotionally damaging when one is robbed of his achievements without just and rational cause. The individual thus affected tends to lose his spirit, ambition, will to fight—ultimately his identity." (p. 174, Falk and Falk)
Westhues, K. (1999).  Eliminating Professors: A Guide to the Dismissal Process.
Quoting from a decision by the Supreme Court of Canada:
"A person's employment is an essential component of his or her sense of identity, self-worth, and emotional well-being. Accordingly, any change in a person's employment status is bound to have far-reaching repercussions. The point at which the employment relationship ruptures is the time when the employee is most vulnerable, and hence most in need of protection. When termination is accompanied by acts of bad faith in the manner of the discharge, the results can be especially devastating." (p. 164)
Wexley, K. N., & Latham G. P. (1991).  Developing and Training Human Resources in Organizations (2nd Edition).
"Despite its wide use, punishment can have unfortunate side effects. First, there is a high probability that the response will be reduced only when the punishment agent is present....Second, punishment may result in avoidance, hostility, or even counteragression toward the punishing agent." (p. 235)
Wheatley, M. J. (1994).  Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
White, W. L. (1997).  Incestuous Workplace: Stress and Distress in the Organizational Family.
"'The last act of a dying organization is a thicker rule book.' The need for rules to control staff members marks a dramatic change in mutual respect, loyalty, and the esprit de corps that characterized earlier stages of organizational life." (p. 72)
White, S. (2013).  An Introduction to the Psychodynamics of Workplace Bullying. 252. Abstract
"For a scapegoat to become a victim, the group dynamics have to change. There needs to be a trigger, for example, an increase in anxiety levels due to a takeover or a restructuring of the organisation. If group members become more concerned about self-survival than about the group, the dynamics fragment. With little, or no, support from colleagues, an already burdened scapegoat would be vulnerable to attacks by group members who cope by projecting their anxieties on to others."
Whyte, D. (2002).  Crossing the Unknown Sea: Work as a Pilgrimage of Identity.
"For real conversation we need a real language. To my mind that is the language not enshrined in business books or manuals but in our great literary traditions. Keats or Wordsworth, Emily Dickinson or Mary Oliver often say more in one line about the invisible structures that make up the average workday than a whole shelf of contemporary business books."
Whyte, D. (1996).  The Heart Aroused : Poetry and the Preservation of the Soul in Corporate America.
"Corporations, for their part, have been engaged in a willful battle against the very grain of existence. Like the good Dutch boy with his finger in the dike, they have spent enormous amounts of energy putting in place systems that attempt to hold back the shifting, oceanic qualities of existence. The complexity of the world could be accounted for, they fervently hoped, by a simple increase in the thickness of the company manual." (p. 10)
Whyte, W. H. (1956).  The Organization Man.
"It is the nature of a new idea to confound current consensus—even the mildly new idea. It might be patently in order, but, unfortunately, the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change." (p. 440)
Williams, R. (1998).  Anger Kills: Seventeen Strategies for Controlling the Hostility That Can Harm Your Health.
"By allowing yourself a range of strategies—both asserting and deflecting options—you can balance your twin goals of preventing petty matters from riling you and remain focused on your legitimate rights and those of others. Sometimes you may choose to take a stand for what is right; at other times you may prefer to tune out the situation. Real injustices do exist in the world. The goal in learning to control your hostility is not to become insensitive to all injustices but rather to become more focused and selective." (p. 148)
Williams, K. D., Forgas J. P., & Hippel W. V. (2005).  The Social Outcast: Ostracism, Social Exclusion, Rejection, and Bullying. Abstract
"Ostracism threatens:
  • our need to belong...
  • our need for maintaining high self-esteem, because it carries with it the implicit or explicit accusation that we have done something wrong.
  • our need for control over interactions with others, as well as our 'interpretive control' when the reason for our exclusion is ambiguous."
  • may threaten our need to maintain our belief in a meaningful existence, because it reminds us of our fragile temporary existence and even our own death.
Williamson, M., & Secretan L. (2000).  Imagine : what America could be in the 21st century : visions of a better future from leading American thinkers.
"People want it all. They feel, quite understandably, that is is their birthright. They want the fast life of converging technology, global roaming, rising opportunities, adrenaline-pumping challenges, and life at Web speed—and they want to spend time with their families and friends, meditate, keep fit, relax, and play. It's not about work/life balance; it's about the complete integration of work and life, a holistic, seamless fit between these two and every other aspect of life. The new-story leader encourages employees to engage their creative juices while they are walking along a beach, or to shop for groceries online while they are at work and not be self-conscious—indeed, to be unaware of the difference. Life is whole, not seperated into two solitudes called 'work' and 'life'. " (p. 129)
Wilmer, H. A. (1994).  Understandable Jung: the personal side of Jungian psychology.
"With our personas, we often attempt to present our idealized selves, our ego ideals. Therefore, it hides our shadows and protects us from the shadows of others. It is a kind of acceptable sham." (p. 33)
Winston, S. (1978).  Getting organized : the easy way to put your life in order.
"In other words, order is not an end in itself. Order is whatever helps you to function effectively—nothing more and nothing less. You set the rules and the goals, however special, idiosyncratic, or individualistic they may be." (p. 23)
Winston, P. H. (1984).  LISP.
Wright, P. J. (1979).  On a Clear Day You Can See General Motors.
"These were not immoral men who were bringing out this car. These were warm, breathing men with families and children who as private individuals would never have approved this project for a minute if they were told 'You are going to kill and injure people with this car.' But these same men, in a business atmosphere, where everything is reduced to terms of costs, profit goals and production deadlines, were able as a group to approve a product most of them wouldn't have considered approving as individuals." (p. 6)

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