Biblio

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Book
Webster, B. F. (1995).  The Art of 'Ware: Sun Tzu's Classic Work Reinterpreted.
"If your developers had wanted to work long hours just for lots of money, they would have become lawyers. They do it for bragging rights—for the right to say, "Yeah, I helped create that product"—and for a chance to change the industry and maybe the world. It may be hubris, but then again, the world really has changed because of products created by technology developers over the last thirty to forty years—and the most dramatic changes are yet to come." (p. 27)
Nierenberg, G. I. (1986).  The art of creative thinking.
"Probably the greatest deterrent to creative thinking is in not recognizing that...we have a problem that needs a solution. At the other extreme are the innately creative who recognize problems and enjoy the challenge and possible rewards of solving them. Most of us fall between the two extremes. We recognize the problem but are at a loss to make a creative leap that will bring a solution." (p. 159)
Pascale, R. T., & Athos A. G. (1982).  The Art of Japanese Management: Applications for American Executives.
"The evidence would suggest that for most of us being pushed too hard and crowded into a corner is counterproductive. Great honesty is seldom helpful without empathetic compassion, skillfully expressed in private, by someone assumed to care about the other person's well-being." (p. 158)
Hanh, T. N. (2008).  The Art of Power.
"If we water the seed of anger or hatred, it will make the living room of our mind a hell for ourselves and our loved ones." (p. 18)
Tolle, E. (2007).  The Art of Presence.
"I'm not allowing this world to drive me insane—because the world will do it, because the world is the externalized human mind." (Chapter 2 @1:27:30)
Brickman, W., & Lehrer S. (1966).  Automation, education, and human values.
"A fourth reason [we regard widespread automation with suspicion] lies in our inability to think of a responsible role in society which is not evaluated as a job, paid for with money, which individuals seek freely, from which they can be fired, and at which they must work or else, if not starve, they will live in humiliation and deprivation. We can look forward to a day in which the privilege of working will be open to all but under no threat of starvation." (p. 69)
Chambers, H. E. (1998).  The Bad Attitude Survival Guide: Essential Tools For Managers.
"A consistent, knee-jerk negative response to bad news or negative circumstances is a common occurrence and creates an unhealthy organizational culture. Many organizations are well known for shooting the messenger. Some managers have such a high negative emotional response to problems or bad news, their employees learn to avoid their manager in times of trouble or crisis. This is a deadly organizational circumstance because information that frequently could serve to eliminate a problem or stop a small crisis from escalation isn't shared up the ladder, as lower-level employees refuse to expose themselves to the inevitable wrath. The price the organization pays for allowing this negative culture is incalculable." (p. 79)
Friedman, J. P. (1987).  Barron's Dictionary of Business Terms.
"Management Style: the leadership method a manager uses in administering an organization. For example, it may be said a manager has a very informal style, which signifies that the manager does not practice close supervision and believes in open communication." (p. 342)
Weinberg, G. M. (1986).  Becoming a Technical Leader: An Organic Problem-Solving Approach.
"In other words, there must be something worth doing, but it also must have that unique part that only I can contribute. That's the key to achieving the vision. Joining a mass movement may keep me going as a person, but it won't keep me going as an innovator." (p. 97)
Grazier, P. B. (1989).  Before It's Too Late: Employee Involvement, an idea whose time has come.
"When I started working in employee involvement I was completely unaware of the psychological implications. But then we began to observe behavior changes of the workers, and began to hear comments from their friends and spouses. We were experiencing a dramatic and powerful change that extended beyond the confines of the workplace. We were dealing with a concept that was affecting the whole person.
It was then, and only then, that we realized how tragic it is when a management system doesn't understand the need for recognition, for self-actualization, and job enrichment...and doesn't understand that how we treat people will largely determine how they respond and perform." (p. 85)
Mackay, H. B. (1990).  Beware the Naked Man Who Offers You His Shirt.
"You'll find politics in every office, and I'm including a two-person hot-dog stand in my definition of an office. People are always jockeying for position, and the kinds of people I'm talking about are the only three kinds I'm certain are out there: sharks, shark-bait, and shark-proof. Which one are you?" (p. 49)
Kottler, J. (2003).  Beyond Blame: How to Resolve Conflicts with Friends, Lovers, and Co-Workers.
"Avoid even the appearance of blame. No surprise here. This is, after all, the main theme of this book....
"There is nothing that will sabotage any strategy you employ more quickly than the mere suggestion that you are blaming the other person for the troubles. Equally detrimental is for you to accept blame that is directed toward you. This compliance tactic (perhaps even driven by the misguided belief that one person can be at fault in a conflict) will only encourage further fault-finding in the future." (p. 223)
Schaef, A. W. (1992).  Beyond Therapy, Beyond Science : A New Model for Healing the Whole Person.
"Dr. Diane Fassel and I wrote The Addictive Organization. Since the publication of that book, thousands of people have spoken or written to us about their recovery and what has happened to them in their addictive organizations as a result of their personal recovery. Their words differ, and the stories are essentially the same. They go like this: 'I'm an addict [alcoholic, workaholic—whatever kind of addict, it doesn't matter]. I am in recovery and I feel good about my recovery. It's going well. My life has really improved and I basically feel happy. Because of my recovery and, I believe, the changes in me, my family is changing. We are all actually getting better. But...I am not sure that I can maintain my sobriety and continue to work in my addictive workplace. If I really put my sobriety first, I cannot continue to work where I do." Often, I suggest to these people that they attend Al-Anon, with the workplace as the addict in their lives." (p. 192)
Godin, S. (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)
Schmaltz, D. (2003).  The Blind Men and the Elephant: Mastering Project Work.
"Much of what we call 'project management' stands upon Taylor's flat-earth perspectives. When applied to repeatable manufacturing situations, his primitive notions have great utility. The same ideas fall apart when applied in more human, less mechanical contexts." (p. 7)
Carse, J. P. (1995).  Breakfast at the Victory : The Mysticism of Ordinary Experience.
"When you need a teacher, the Hindus say, a teacher will appear. But we can't know in advance what we need to learn, else we would not need to learn it. Therefore, we won't know who our teachers are until we have been taught. As a result, every teaching is a surprise." (p. 40)
Mintle, L. (2002).  Breaking Free from Stress: How to Find Peace When Life's Pressures Overwhelm You.
"People fear losing their jobs and worry about their performances. Too many leave their employment feeling drained and used up. Obviously this leaves little to give to others, particularly family." (p. 63)
Savishinsky, J. S. (2000).  Breaking the Watch: The Meanings of Retirement in America.
"For most individuals, the formal and public recognition of retirement is commonly marred by the pale content of the official rites mean to dramatize it. These ceremonies tend to be formulaic, predictable, and cliched...
The private and informal ceremonies created for retirees prove to be more fulfilling because of their style, their substance, their process, and their audience. They allow people to leave work on a good note, and give them a sense of control over this transition." (p. 54)
Rubenstein, H. R., & Grundy T. (1999).  Breakthrough Inc. : High Growth Strategies for Entreneurial Organizations.
"Conversation is the most powerful peacetime business and organizational tool ever devised....While others stress the word communication, to us the word conversation is the better approach for two reasons. First, communication, as the word is normally used in everyday life, is usually one-sided. Second, conversation implies an exchange of views, or as Julio Olalla says, 'a changing together'. Third, communication focuses on the act of getting an already designed and known message out, while conversation implies two or more people jointly seeking some knowledge, truth, or strategy that they individually have not figured out entirely." (p. 153)
Rothenberg, L. (2003).  Breathing For A Living.
"A team is a team because of their spirit, not always because they play perfectly together all the time." (p. 189)
McGinnis, A. L. (1985).  Bringing Out the Best in People: How to Enjoy Helping Others Excel.
"Management by Encouragement
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
Hornstein, H. A. (1996).  Brutal Bosses and Their Prey.
"Bosses can make or break your day, your month, your year, your career. They have the power to ease or intensify adverse reactions to normal organizational stress. Empirical evidence broadcasts a consistent message: People reporting to more considerate bosses are less likely to suffer the ravages of burnout and more likely to experience work satisfaction than those reporting to less considerate bosses. In fact, as an innoculation against burnout, respect from a boss offers more protection than salary. Conversely, there is solid evidence that working for unsupportive bosses is associated with higher levels of anxiety, depression, and even heart disease." (p. 69)

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