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(2004). Workplace mobbing in academe : reports from twenty universities.
"Mobbing is like a tornado boiling up during stormy, unsettled, inclement times at work. Such times occur in all workplaces, academic ones not least, and everybody knows the signs: disputed decisions, angry words, bruised egos, and tension in the air. Usually such periods of conflict blow over like a summer storm and things settle down again, leaving minor damage to productivity and human relations, damage repaired in subsequent weeks and months.
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
(1997). Work Abuse: How to Recognize and Survive It.
"There are five distinctions that will assist you to see the depth with which work abuse affects people...
1. The Abuse Itself...
2. The Inability to Protest the Abuse...
3. Being Blamed and Feeling Guilty for Reacting against Work Abuse...
4. Having to Deny the Ways that Abuse Affects You...
5. Feeling Guilty for Visible Symptoms that Develop..."
1. The Abuse Itself...
2. The Inability to Protest the Abuse...
3. Being Blamed and Feeling Guilty for Reacting against Work Abuse...
4. Having to Deny the Ways that Abuse Affects You...
5. Feeling Guilty for Visible Symptoms that Develop..."
(1998). Work & Rewards in the Virtual Workplace: A "New Deal" for Organizations and Employees.
"Thinking of work as if it were attached to time and space limits productivity." (p. 25)
(2005). Winning, losing, moving on : how professionals deal with workplace harassment and mobbing.
(, 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)
(2005). Winning.
"The belief is this: every person in the world wants voice and dignity and every person deserves them.
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
(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)
(2008). Toy Box Leadership: Leadership Lessons from the Toys You Loved as a Child.
"Big business often treats people as disposable, when we should look at how to repurpose our people to better fit the future needs of the company and the employee." (p. 12)
(1979). The Social Psychology of Organizing.
"As criticisms first start to increase the person exerts more effort, concentration is already quite high, and quality improves. As the criticisms continue to increase there comes a point where the additional increments of effort are now canceled because the person can't concentrate. Beyond this point, the greater the number of criticisms, the lower the quality of performance." (p. 227)
(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.
(1998). Secrets of the Wild Goose: The Self-Management Way to Increase Your Personal Power and Inspire Productive Teamwork.
"'Constructive criticism'? It's an oxymoron. Criticism, by definition, is destructive." (p. 142)
(2006). The remedy and prevention of mobbing in higher education : two case studies.
"Far from being a slang expression, mobbing is the scientific term Leymann drew from the ethological studies of Nobel Laureate Konrad Lorenz (1967)1, to describe fanatic ganging up of managers and/or co-workers against a targeted worker, subjection of the target to a barrage of hostile communications, humiliations, threats, and tricks, toward the end of driving the target out of his or her job." (p. 2)
- 1. (1966). On Aggression.
(1993). Quattro Pro for DOS for Dummies.
(2002). Power freaks: dealing with them in the workplace or anyplace.
"The primitive brain mechanism drives us into creating hierarchies, an essential for primitive tribal organization and survival. It confers on some of us today an innate need to dominate others in situations where we might also understand rationally that cooperation would make better sense than domination." (p. 44)
(2005). The Pope Versus the Professor: Benedict XVI And the Legitimation of Mobbing.
"Those who have sought a person's removal from respectable company often interpret anything that person does afterward, even survival, as an attempt at revenge. To those who have tried to silence a person, even friendly words in that person's voice come across as spite." (p. 34)
(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)
(1997). Organization Development and Change.
"It is important to emphasize that people who have low growth or social needs are not inferior to those placing a higher value on these factors. They are simply different. It is also necessary to recognize that people can change their needs through personal growth and experience. OD practitioners need to be sensitive to individual differences in work design and careful not to force their own values on others." (p. 357)
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