Biblio

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Hermanson, K. (Submitted).  Creativity in Your Professional Life.
"When you find yourself stuck on some problem or issue, taking a trip or simply immersing in a new environment often brings up synchronistic solutions. The trouble is, we can't mentally 'will' ourselves to go to this new place. Our minds know how to analyze, compartmentalize and dissect; they know how to churn things around in circles. They do not know how to enter the imaginal."
2015
Yates, M. D. (2015).  The Growing Degradation of Work and Life, and What We Might Do to End It. Abstract
"Corporations have used all of the control mechanisms at hand, techniques that have become both more sophisticated and punishing, to get fewer workers to convert ever more of their labor power into actual effort. This is true not just for manufacturing concerns like auto companies, which pioneered modern Taylorism, but by all private businesses (and public sector establishments such as colleges and the Social Security Administration), including especially today those in the service sector."
2014
Norton, Q. (2014).  Against Productivity. Medium. Abstract
Productivity is a quality of perfect robots. Stories, adventures and all new things still have to come from messy humans.
Mattiuzzi, P. G. (2014).  Pouring Salt on the Wound: Psychologists Identify the Effects of 'Institutional Betrayal'. Huffington Post. Abstract
"Institutional betrayal can involve acts of both omission and commission. Retaliation is the most obvious act of commission. A person complains and suddenly the organization turns hostile."
2013
Pfeffer, J., & Sutton R. I. (2013).  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. 274. Abstract
"As Dennis Bakke reminds us in his book Joy at Work, life is not just about performance, effectiveness, and efficiency.1 The very essence of being a sentient human being is the ability to make choices and take actions—to be responsible, in control of at least some aspects of our own life, and engaged in actively creating the world in which we live. To cede those tasks to others, even others who are benign and possibly wiser than us, is to deny the full experience of being fully human and alive." (p. 199)
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."
Duffy, M., & Sperry L. (2013).  Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying.
"For better or for worse, job, career, and personal identity are tightly interconnected and a rupture in one causes ruptures in the others."
Friedman, S. D. (2013).  Total Leadership: Be a Better Leader, Have a Richer Life. 284. Abstract
"If you approach your dialogues with a spirit of inquiry—if you want to learn, not argue—you will likely open up new pathways." (p. 109)
Brotherton, Robert, T. O. (2013).  Towards a definition of 'conspiracy theory'. Special issue: The psychology of conspiracy theories.
  • Conspiracy theories are unverified claims.
  • Conspiracy theories are less plausible alternatives to the mainstream explanation.
  • Conspiracy theories are sensationalistic.
  • Conspiracy theories assume that everything is intended.
  • Conspiracy theories assume unusually malign intent.
  • Conspiracy theories have low standards of evidence.
  • Conspiracy theories are epistemically self-insulating.
Harper, J. (2013).  Mobbed! A Survival Guide to Adult Bullying and Mobbing.
"But compassion is not about seeing the differences between ourselves and those who have harmed us. It's about recognizing the common features that make us human." (Kindle loc. 3147-3149)
2012
Roberts, W. (2012).  Victory Secrets of Attila the Hun. 159. Abstract
"An organization's worst enemies are seldom external. Rather, the most deadly and damaging threats come from those who are so driven toward power that their political maneuvering can destroy the very group in which they seek authority." (p. 44)
Cain, S. (2012).  The Rise of the New Groupthink.
"Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption."
2011
Kuhlmann, A. (2011).  Rock Then Roll: The Secrets of Culture-Driven Leadership.
"Nothing I can say will be more important to remember than this: you need an enemy. They can be real or imagined, but you need one." (p. 110)
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."
Harper, J. (2011).  A Reason (and Season) to Stop Shunning.
"One of the least discussed aspects of bullying and mobbing, and perhaps the most powerful and damaging, is the practice of shunning."
DeLong, T. J. (2011).  Why chronic comparing spells career poison.
"To a certain extent, ambitious professionals have always engaged in what I refer to as reverse schadenfreude—being pained by other people's success."
Culbert, S. A. (2011).  Why Your Boss Is Wrong About You.
"Under such a system [of performance appraisal], in which one's livelihood can be destroyed by a self-serving boss trying to meet a budget or please the higher-ups, what employee would ever speak his mind? What employee would ever say that the boss is wrong, and offer an idea on how something might get done better?
Only an employee looking for trouble."
2010
Kolb, D. M., Williams J., Frohlinger C., & Kolb D. (2010).  Her Place at the Table: A Woman's Guide to Negotiating Five Key Challenges to Leadership Success.
"To our surprise, many of our informants reported having troubled relationships with key leaders. From their perspective, these leaders were difficult and had earned their reputations for psychologically abusive behaviors. To work with them they had to make clear—right from the start—the kind of treatment they expected (and would tolerate)." (p. 79)
Berkun, S. (2010).  The Myths of Innovation. 246. Abstract
"Good managers of innovation recognize that they are in primary control over the environment, and it's up to them to create a place for talented people to do their best work." (p. 105)
Fast, N. (2010).  The Blame Game.
"Our findings showed that blame was contagious, but not among those who felt psychologically secure. So try to foster a chronic sense of inner security in order to reduce the chances that you'll lash out at others."
Carson, S. (2010).  Can Being Creative Improve Your Health?.
"Highly creative individuals have long noted the salutary effects of creative activity on both physical and mental health. Many types of creative work can relieve stress and enhance positive mood, two major factors in promoting good health."
Lehrer, J. (2010).  The Power Trip.
"This [study result] suggests that even fleeting feelings of power can dramatically change the way people respond to information. Instead of analyzing the strength of the argument, those with authority focus on whether or not the argument confirms what they already believe. If it doesn't, then the facts are conveniently ignored."

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