Sort by: Author Title [ Type  (Desc)] Year
Filters: Keyword is behavior  [Clear All Filters]
McGinnis, A. L. (1985).  Bringing Out the Best in People: How to Enjoy Helping Others Excel.
"One reason I can be more tolerant than most is that as a therapist I have the advantage of information about my patients that most people are not privy to. And I discover that we rarely if ever see the totality of another in ordinary social intercourse. When an individual appears mean and lazy, we are only seeing one part of the person, elicited by a particular set of circumstances..." (p. 36)
McGregor, D. (1967).  The Professional Manager.
"The manager whose conception of cause and effect in human behavior is mechanical must rely on the 'orneriness' of human nature for an explanation of the many forms of indifference or resistance to managerial influence. The only way he can conceive of to counteract them is to increase the threat of extrinsic punishment (which often aggravates the symptoms he is trying to eliminate)."1 (p. 15)
  • 1. "Increasing the threat of extrinsic punishment" reminded me of this widely circulated humorous quote of unknown origin:
    "The beatings will continue until morale improves."
Gladwell, M. (2002).  The Tipping Point: How Little Things Can Make a Big Difference.
"The mistake we make in thinking of character as something unified and all-encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people's behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a 'dispositional' explanation for events, as opposed to a contextual explanation."
Scott-Morgan, P. (1994).  The Unwritten Rules of the Game: Master Them, Shatter Them, and Break Through the Barriers to Organizational Change.
"The orthodox wisdom tells us that if we want major and rapid changes in behavior, then the only way to achieve them is for people to feel that their jobs are on the line. So, we are supposed to engineer circumstances that will create a sense of urgency—let us be honest, a sense of fear—within the body of our organizations. And with that stick we can beat our employees into a new mindset.
The established dogma is a lie. Worse, it is a self serving and dangerous lie. It has become a myth that we have all been told for so long by so many people, that we in turn have passed it on to our own colleagues and so reinforced the apparent validity and common sense of the gospel." (p. 137)

See also: rules, control, role

Google ngram chart

Neighbor relation graph

SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: behavior
    • preferred: behavior
    • definition: manner of acting or controlling yourself
    • related: rules
    • broader: control
    • narrower: role
    • closeMatch:
    • keyword-36
    • linked content:
      • sense: behavior
      • sense: behaviour
      • sense: conduct
      • sense: doings
      • behavior
      • in scheme:
      • gloss: manner of acting or controlling yourself
      • hyponym of:
      • synset id: 101220984
  • W3C SKOS spec
    RDF source

    (C)2014 CC-BY-NC 3.0,