Biblio
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(1980). Intervention and Revolution.
(2005). An introduction to group work practice.
"The scapegoat, for example, receives much negative attention and criticism from the group because the member is blamed for a host of defects and problems. According to Schulman (1999), members attack the portion of a scapegoat's behavior that they least like about themselves." (p. 235)
(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."
(1998). Is It Too Late to Run Away and Join the Circus?: Finding the Life You Really Want.
"'I get myself up in the morning. I shave my face. I dress in my clothes. I go to my office. I do my work. I come back to my house. But I feel like I'm only doing an imitation of myself, and it's not a terrific impersonation.'"
(1989). Is It Worth Dying For?.
"In America, people are identified by what they do, to the point that it often seems they are their work—in the eyes of others and even in their own eyes. It's no accident that we introduce ourselves by telling what we do for a living. That's why losing a job, being out of the job market for a long time, having serious conflict at work, or feeling torn between work and home can threaten much more than a source of income. These job stresses can undermine one's sense of personal worth and identity." (p. 209)
(1998). Its a Job Not a Jail: How to Break Your Shackles When You Cant Afford to Quit.
"What hurt me most was believing that my problem was caused by rotten bosses instead of by a stubborn me. Had I not been so bullheaded, I might have realized that although I would have preferred bosses that left me alone, what I really thirsted for was respect, fulfillment, and the opportunity to do work of which I could be proud." (p. 28)
(2001). Jack: Straight from the Gut.
"In those days, I was throwing hand grenades, trying to blow up traditions and rituals that I felt held us back." (p. 97)
(1996). Jamming: The Art and Discipline of Business Creativity.
"To provide the 'glue' that encourages loyalty, Bain makes its proprietary computer database available to its alumni and alumnae, who are free to roam the company's virtual spaces in search of information on companies, contacts, business intelligence, and new methodologies. It underscores the belief that once employed by the firm, you are always considered part of the family, and that its responsibility to you extends beyond the term of employment." (p. 127)
(1995). Job Shock: Four New Principles Transforming Our Work and Business.
"Charge a healthy fee for the right brain, more complex and human services where you don't compete with computers." (p. 236)
(1994). The Jobless Future: Sci-Tech and the Dogma of Work.
"In the past twenty-five years, computer-mediated work, despite its potential for reintegrating design and execution, has been employed, typically but not exclusively, in a manner that reproduces the hierarchies of managerial authority. The division between intellectual and manual labor and the degradation of manual labor that was characteristic of the industrializing era have been simultaneously shifted to the division between the operators and the professional-managerial employees, but also the division between the "lower" operating and "higher" expert orders broadly reproduces within intellectual labor itself the old gulf separating manual and intellectual labor in the mechanical era. Hierarchy is frequently maintained despite the integrative possibilities of the technology. Under this regime of production, the computer provides the basis for greatly extending the system of discipline and control inherited from nineteenth-century capitalism. Many corporations have used it to extend their Panopticonic world-view; that is, they have deployed the computer as a means of employee surveillance that far exceeds the most imperious dreams of the Panopticon's inventor, Jeremy Bentham, or any nineteenth- or early twentieth-century capitalist." (p. 89)
(1994). Jobshift.
"The integrity I am talking about is psychological rather than ethical. It means 'wholeness', and its opposite is disintegration and not dishonesty. With so much change and fragmentation in the new career world, you need a solid core of self. You have to be true to who you are—to your identity." (p. 129)
(2005). Joy at work: a revolutionary approach to fun on the job.
"As Rob Lebow and Randy Spitzer wrote in Accountability: Freedom and Responsibility Without Control, 'Too often, appraisal destroys human spirit and, in the span of a 30-minute meeting, can transform a vibrant, highly committed employee into a demoralized, indifferent wallflower who reads the want ads on the weekend....They don't work because most performance appraisal systems are a form of judgement and control.'" (p. 110)
(2008). Just Enough Anxiety: the hidden driver of business success.
"Compassionate leaders assume goodwill. They respect and see the good in others, and in themselves. They honor people's feelings as true for them. And they try to minimize people's pain and fear while maximizing their sense of well-being. In the words of George Washington Carver: 'How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and strong. Because someday in life you will have been all of these.'" (p. 84)
(1994). Keeping the Rabble in Line: Interviews with David Barsamian.
"Any form of concentrated power, whatever it is, is not going to want to be subjected to popular democratic control or, for that matter, to market discipline. Powerful sectors, including corporate wealth, are naturally opposed to functioning democracy, just as they're opposed to functioning markets, for themselves, at least. It's just natural. They do not want external constraints on their capacity to make decisions and act freely. It entails that the elites will be extremely undemocratic." (p. 242)
(1992). Kohler Economics.
"Although short-term involuntary unemployment may be viewed as a welcome vacation, prolonged unemployment wreaks havoc within the affected families. It erodes the self-worth of the affected individuals and possibly even their skills. Eventually, unemployment benefits cease, savings are used up, appliances, cars, and clothes wear out, and despair moves in. Various studies have linked rising unemployment rates with increased incidence of divorce, suicide, disease (notably cardiovascular failure and cirrhosis of the liver), crime, and more. The personal costs just cited, when sufficiently widespread, can tear apart civilized society." (p. 166)
(2003). The Lazy Way to Success.
222.
"Any individual or business that wants great success must take the concept of play seriously. For that matter, play should be the only thing taken seriously. Play in the workplace is not frivolous, as the hard work advocates would have you believe. Quite the contrary, play has enormous practical value...Play allows the mind to flow without restrictions—to explore, to experiment, to question, to take risks, to be adventurous, to create to innovate, and to accomplish—without fear of rejection or disapproval. Thus a business that regards fun as "unprofessional" or "improper" or "trivial" or "out of place" stifles the creative and progressive process. That’s like running a highly competitive race with one foot stuck in a bucket."
(1996). Leader as coach: strategies for coaching and developing others.
"Unlike soft clay that can be pressed into infinite shapes, people evolve from a stable core. They can change in degree and bend in new directions, but they are unlikely to change in dramatic ways, at least not quickly. Respect their judgement about their own limits. Carefully evaluate how much change and what kind of change is fair to expect, especially if you are aware of changes or problems in other parts of their life or if they begin to appear distressed and confused." (p. 48)
(2003). Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
(1994). Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
(1987). The Leadership Challenge.
"Still another way to build trust is by being open about your own actions and intentions. You don't find it easy to trust someone who is secretive or who 'plays the cards close to the vest.' Scrupulously avoiding 'secret' meetings and closed-door sessions is essential, because such secrecy fuels images of organizational politics and chicanery." (p. 152)
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
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