Biblio

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Æ
Aesop (1871).  Æsop's fables.
"A wolf, meeting with a lamb astray from the fold, resolved not to lay violent hands on him, but to find some plea, which should justify to the lamb himself, his right to eat him. He then addressed him: 'Sirrah, last year you grossly insulted me.' 'Indeed,' bleated the lamb in a mournful tone of voice: 'I was not then born.' Then said the wolf: 'You feed in my pasture.' 'No, good sir,' replied the lamb: 'I have not yet tasted grass.' Again said the wolf: 'You drink of my well.' 'No, exclaimed the lamb: I never yet drank water, for as yet my mother's milk is both food and drink to me.' Upon which the wolf seized him and ate him up, saying: 'Well! I won't remain supperless, even though you refute every one of my imputations.'
The tyrant will always find a pretext for his tyranny." (p. 2)
Z
Y
Coyne, T. (1998).  Your Life's Work.
"Most of the problems in the workplace today could be resolved by the unanimous application of the positive feelings of love, compassion, and respect." (p. 137)
Dyer, W. W. (2001).  You'll See It When You Believe It: The Way to Your Personal Transformation.
"Eliminating the titles and labels reduces our inclination to compartmentalize and restrict our lives. Soren Kierkegaard said, 'Once you label me, you negate me.'" (p. 32)
DeMars, N. (1998).  You want me to do WHAT?: when, where, and how to draw the line at work.
"Forgiving ourselves allows us to let go of the feeling that we must punish ourselves, or be punished by someone else. lt allows us to give up our feelings of self-hatred and self-loathing. Unless and until we forgive ourselves, we will be unable to ask for or accept the forgiveness of others in our community; and, without forgiveness, there will be no reconciliation." (p. 265)
X
W
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)
Hulme, W., & Hulme L. (1995).  Wrestling with depression: a spiritual guide to reclaiming life.
"Our society teaches us to be open to receiving communication as long as that communication is nonthreatening. However, because we are always in competition with one another, the communication is usually threatening. This leads us to forms of protection such as facades and interpersonal isolation, both of which promote depression....

Each cover-up or facade makes us more unreal to ourselves. Eventually we are out of touch with some areas of ourselves." (p. 89)

Boulanger, G. (2011).  Wounded By Reality: Understanding and Treating Adult Onset Trauma. 207. Abstract
"Finding a way to tell trauma is always a tricky business. Whether it's a memoir, a biography, or a narrative spoken to a therapist, finding the words to describe it, to relive it, to bear witness to it, and ultimately to make meaning of it, is no small feat. Sometimes words are too much, sounding shrill or mawkish; more often they are not enough, becoming numb and impersonal. Either way, meaning has been leeched out of them."
Hirschorn, L. (1990).  The Workplace Within: Psychodynamics of Organizational Life.
"Irrational processes highlight the limits of classical organization theory. Theorists such as Simon, Thompson, and Galbraith* have argued that all organizations face continuing uncertainties and have suggested that organizational routines and structures, such as maintaining inventory to meet unpredictable demands for products, are mechanisms for reducing uncertainty. But because these theorists have not linked the experience of uncertainty to people's feelings of anxiety, they have posed the issue of uncertainty too narrowly and have proposed solutions that rely on such rational methods as mathematical calculation and organization design. When anxiety intrudes, rational procedures are distorted by irrational processes. For example, the managers of the manufacturing and sales departments in many companies fight chronically with one another over inventory policy, each blaming the other for the gap between market demand and company supply. Because they feel anxious, they project their sense of blame and failure outward, often scapegoating the person they must cooperate with to reduce the uncertainty they face." (p. 3)
Westhues, K. (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)
Esty, K. C., Griffin R., & Hirsch M. S. (1995).  Workplace diversity.
"We think minimizing distinctions makes sense. Research informs us that employees who feel 'out' or 'down' rather than 'in or 'up' also have less job satisfaction, less commitment, and less loyalty to their organization. As an individual manager or supervisor, you can minimize the scrambling after titles and perks by the way you behave. You might consider, for example, moving to a less desirable office space or eliminating some perks based solely on status. Managers who have tried this are often amazed at the positive results." (p. 110)
Shechtman, M. R. (1994).  Working Without a Net: How to Survive and Thrive in Today's High Risk Business World.
"Self-disclosers explain to others who they are, not just what they do. No one builds relationships unless they reveal more than job-related facts. Contrary to the old paradigm—which held that others don't have the right to know about your personal life—the new paradigm says that it's a necessity that they know." (p. 71)
Shechtman, M. R. (1995).  Working Without a Net.
"Self-disclosers explain to others who they are, not just what they do. No one builds relationships unless they reveal more than job-related facts. Contrary to the old paradigm—which held that others don't have the right to know about your personal life—the new paradigm says that it's a necessity that they know." (p. 71)

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