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(2005). The Big Moo: stop trying to be perfect and start being remarkable.
"Remarkable artists are always trying to find ways to put their own signatures on their work. They try to tell their own story. They simply can't perform like everyone else. The message: Be like an artist. Better still, be an artist." (p. 71)
(1961). Excellence.
(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)
(1993). Human Relations in Organizations.
(1984). Iacocca: An Autobiography.
(2005). Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation.
"Unfortunately some individuals who are full of wonderful and innovative ideas may be viewed as sullen, non-participating appendages, disconnected or, worse yet, lazy. Perhaps the real truth is that they are being asked to create ideas (already an emotional risk) in a way that is not suited for their style or comfort with focus. A drastic example of this sort of misclassification is Albert Einstein, who was labelled by many as lazy and arrogant by traditional academic standards of the time because he preferred a process of discovery and innovation that was isolated and introspective."
(1986). Management for Productivity.
(1993). The New Economics for Industry, Government, Education.
"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115)
(1999). Old Dogs, New Tricks: On Creativity and Collaboration.
"Successful organizations figure out how to align their business goals with each worker's goals. Everyone is looking for a customized solution. Don't assume that what works for one employee will work for another. The time you can invest with an employee to better understand his or her talents and aspirations will pay back tenfold." (p. 76)
(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)
(1994). The origins of totalitarianism.
(2008). The Positive Power Of Negative Thinking.
252. Abstract
"I should make clear from the outset that I don't think defensive pessimism is the ultimate solution to the world's problems, or even to I problems of any particular couple or individual. Defensive pessimists are neither saints nor paragons, and defensive pessimism has both costs and benefits. People are different, and what works well for some people may not work well for others—that's the point. (And what works well in some situations may not work well in all situations.) The costs and benefits of any strategy depend on who is using the strategy and what the circumstances are."
(1980). Quality Is Free.
(2002). Seeds of Innovation : Cultivating the Synergy That Fosters New Ideas.
"If we can discern the ways in which an individual is innovative, we will be able to leverage this capacity most effectively and efficiently for both individual and collective gain. [William] Miller's approach supports the philosophy that everyone is creative but that everyone approaches creativity in different ways. By recognizing each person's unique talents as well as their unique Innovation Styles, we can greatly enhance both the quality of interaction within the group and the output of the group." (p. 20)
(2008). Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific.
"In a ROWE you no longer judge people based on their work style. You no longer assume everyone learns and processes information the same way. In a ROWE you put people and their skills first and the job second. As long as the work is getting done you don't worry about how (provided that people are still behaving in a legal and ethical manner and one that is in keeping with your company's values). You no longer judge individual work styles." (p. 119)
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http://workcreatively.org/ontology/business#
WorkCreatively.org business culture/management vocabulary
individuality
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definition:
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closeMatch:
http://purl.org/vocabularies/princeton/wn30/synset-individuality-noun-1.rdf
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linked content:
- sense: individualism
- sense: individuality
- sense: individuation individuality
- in scheme: http://purl.org/vocabularies/princeton/wn30/
- gloss: the quality of being individual; "so absorbed by the movement that she lost all sense of individuality"
- hyponym of: http://purl.org/vocabularies/princeton/wn30/synset-trait-noun-1
- synset id: 104763293
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