Biblio
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(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."
(2002). Power freaks: dealing with them in the workplace or anyplace.
"The primitive brain mechanism drives us into creating hierarchies, an essential for primitive tribal organization and survival. It confers on some of us today an innate need to dominate others in situations where we might also understand rationally that cooperation would make better sense than domination." (p. 44)
(2007). The Power of Experience : Great Writers Over 50 on the Quest for a Lifetime of Meaning.
"Crossing into second adulthood pushes us beyond the preoccupation with self. We are compelled to reexamine the made-to-order persona that gained us points and protection in our earlier, striving years. As we become more certain of the values we stand for—as we hunger to find more significance in the actions we take in the world—we may permit a 'little death' of that 'false self'. If so, we make room for the birth of a new self, one with the 'roundedness' of personality that Jung describes as possible only in the afternoon of life.
That is the power of experience." (p. xvii)
(1979). Power plays: How to deal like a lawyer in person-to-person confrontations and get your rights.
"Remember, an employer who won't give you your rights when you ask for them must be convinced that it is in his interest to give you your rights." (p. 105)
(2001). Power talk: using language to build authority and influence.
"Surprisingly, authority can also he established by humor. The speaker who can make light of a topic demonstrates comfort in the circumstances and familiarity with the issues. The humor of the stand-up comic or the joke-of-the-week belong on late-night TV. But researchers like Robert R. Provine, professor of neurobiology and psychology at the University of Maryland, Baltimore County, who study laughter and humor in common conversation, see laughter as 'social glue,' rather than a response to something inherently funny. Laughter binds speaker and listener. Most of the time, no one is telling jokes. But within the course of a conversation, tension is reduced and connections are made with humor. This is why when the boss laughs, everybody laughs."
(1984). The Precious Present.
(1983). Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"In Third Wave industries, the talk is all about employee participation in decision-making; about job enlargement and enrichment, instead of fractionalization; about flex-time instead of rigid hours; about cafeteria-style fringe benefits which give employees a choice, rather than a fait accompli; about how to encourage creativity rather than blind obedience." (p. 31)
(2002). Primal leadership: realizing the power of emotional intelligence.
"Leaders often talk about wanting to get their people 'aligned' with their strategy. But that word suggests a mechanical image of getting all the pencils pointing in the same direction, like a magnetic field lining up the polarity of molecules. It isn't that simple. Strategies, couched as they are in the dry language of corporate goals, speak mainly to the rational brain, the neocortex. Strategic visions (and the plans that follow from them) are typically linear and limited, bypassing the elements of heart and passion essential for building commitment." (p. 208)
(2009). Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"Leaders who help employees master their professions provide a vital mental-health service because the penalty for being deemed incompetent is chronic, unremitting pain. As I said before, incompetency is not an option for skill-based creatures such as ourselves. Human beings are not designed to be lazy malingerers. Rather, we are designed to struggle, strive, and master the survival skills of the group." (p. 142)
(1992). Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)
(1967). The Principles of Scientific Management.
"The knowledge obtained from accurate time study, for example, is a powerful implement, and can be used, in one case to promote harmony between workmen and the management, by gradually educating, training, and leading the workmen into new and better methods of doing work, or, in the other case, it may be used more or less as a club to drive the workmen into doing a larger day's work for approximately the same pay that they had received in the past." (p. 134)
(2004). Prisoners of Our Thoughts: Viktor Frankl's Principles at Work.
224. Abstract
"In some ways, our technological advances have redesigned work to better accommodate human factors. What we need now is a way to elevate the human spirit at work." (p. 6)
(1967). The Professional Manager.
"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14)
(2006). Profiles in Audacity: Great Decisions and How They Were Made.
"[Bill] Gate's role in the creation of modern civilization was made possible in part through genetic predisposition, through being in the right place at the right time, and through certain deliberate decisions he made." (p. 124)
(1997). The psychic life of power: theories in subjection.
"If one is to oppose the abuses of power (which is not the same as opposing power itself), it seems wise to consider in what our vulnerability to that abuse consists." (p. 20)
(1993). The Psychodynamics of Organizations.
(, Ed.).
"A wide variety of approaches that guide investigation of organizational life have openly and strongly challenged the assumption that organizations behave as rational systems." (p. xiv)
(1976). Psychological Man.
"In displacement or substitution, we vent our feelings on a convenient but inappropriate target. This is the attack which follows projection. Scapegoating is just one variation of this mechanism. Managers frequently unload their disappointment in themselves onto their subordinates." (p. 36)
(1996). Psychology Applied to Work: An Introduction to Industrial and Organizational Psychology.
"In the evolution of work design, employees are becoming increasingly more controlled by situational factors as opposed to exerting control over their work environments. As the research on mental health and stress revealed, the reductions in self-regulation (feeling 'out of control') impairs psychological well-being (Murphy, Hurrell, and Quick, 1992)." (p. 324)
(1995). Psychosis and Power: Threats to democracy in the self and the group.
"It is critical that we take the 'different' into account, that we allow for its expression, refuse to be pushed into cynicism by negative passion, learn not to hate difference, respect the 'distinctive features' of what is other." (p. 9)
(1978). Pulling Your Own Strings : Dynamic Techniques for Dealing with Other People and Living Your Life as You Choose.
"But first you will have to see that it is impossible to be like everyone else and still be your own person. Ralph Waldo Emerson understood this better than anyone I've ever read. In Self-Reliance he said:
'Whoso would be a man, must be a non-conformist. He who would gather immortal palms must not be hindered by the name of goodness, but must explore if it be goodness. Nothing is at last sacred but the integrity of your own mind.' " (p. 72)
(1994). The pursuit of wow!: every person's guide to topsy-turvy times.
"Have you noticed?
Most good (neat, innovative, wild, woolly) 'stuff', large and small, happens in the boondocks, far, far, from corporate headquarters, corporate politics, and corporate toadying....
So how healthy is your fringe? How loony are its inhabitants?" (p. 301)
Most good (neat, innovative, wild, woolly) 'stuff', large and small, happens in the boondocks, far, far, from corporate headquarters, corporate politics, and corporate toadying....
So how healthy is your fringe? How loony are its inhabitants?" (p. 301)
(1998). Pushing the Envelope: All the Way to the Top.
"Today, the numbers the phone company cares about are not on the clock but in the sales quotas. Salespeople can spend their working lives any way they care to, just so long as they hit their sales marks." (p. 295)
(1993). Quality connections: transforming schools through Total Quality Management.
"In common practice, managers believe that employees are motivated by merit ratings and performance evaluations—that people have to be enticed into high performance with rewards or punished for low productivity by probations, demotions, layoffs, and so forth. In the transformed setting, we believe that people intrinsically want to do a good job. They take a great deal of pride in workmanship. According to Deming, goals, slogans, performance pay, and incentives actually destroy motivation for doing good work." (p. 10)
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