Biblio
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(2001). Business Is Combat: A Fighter Pilot's Guide to Winning in Modern Business Warfare.
"This book began with people and it ends with people, because ultimately they are an organization's greatest asset. It is individuals who innovate, not companies. It is individuals who persist against all odds, not corporate guidelines or a time clock."
(2001). Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era.
"If you think about the traditional corporate structure, what determines who's going to be a part of the debate? Simple: the people who are allowed in the meeting room." (p. 78)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
(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)
(2001). Never Wrestle with a Pig: and ninety other ideas to build your business and career.
"I've always taken some comfort in the belief that the stronger an idea is, the harder it is to steal.
That's because the best ideas, by definition, are so original and unique that they cannot survive without their creator. He or she is the only one who understands the concept fully, who can execute it up to its full potential, and who has a personal stake in keeping the concept going despite all the obstacles." (p. 92)
That's because the best ideas, by definition, are so original and unique that they cannot survive without their creator. He or she is the only one who understands the concept fully, who can execute it up to its full potential, and who has a personal stake in keeping the concept going despite all the obstacles." (p. 92)
(2001). Now, Discover Your Strengths.
"These are the two assumptions that guide the world's best managers:
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
(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."
(2001). The Rebel Rules: Daring to be Yourself in Business.
"Most people never make this connection [that their creative abilities are an asset]. They jump on society's bandwagon, averting the risk of repeating some painful childhood memory. They continue to fear and avoid dangers that, while once all too real, have no relevance in their lives today. Sometimes we even try to hide our youthful talents and gifts for fear they're not acceptable. The net result is a disconnected life—one that is too familiar to many of us." (p. 29)
(2001). The Tragedy in the Workplace: The Longest Running Show in the Country.
"Because of the current ego-driven management, many people in the workplace feel as though they are in prison, with little freedom of expression or ability to perform and contribute at their highest level. Learning to face the ego and learning to become an enlightened leader are meaningful and necessary goals. As business leaders begin to personally transform, they will free the employees to work creatively and productively within an environment that fosters their true potential." (p. xxii)
(2001). The Transitional Approach to Change.
"It might be argued that once a system has moved into a situation that is basically regressive, it does not take long for a vicious spiral to commence that rapidly reduces the effectiveness of the system by diminishing the contribution of individuals in the system and generates suspicion and hostile, destructive forces. Such a view must be qualified, however. The structure and viability of many systems is based on regression—that is, on the dependency of the people within them. Such systems can be called 'totalitarian'. They all institutionalize, or have people unconsciously internalize, a system of values, norms, and rules that have to be followed precisely. Their functioning can be compared to that of closed systems, such as bureaucracies, sects, and some organizations with a high degree of imposed common ideology and culture. If such a system is to be efficient, it is important to realize that the price to pay is the relinquishing of individual autonomy, responsibility, and creativity and the oppression of subcultures (Amado, 1988)." (p. 109)
(2001). The Unfinished Revolution: Human-Centered Computers and What They Can Do For Us.
"By now, people who work as a team over the Internet have discovered that as long as they know and trust each other, the team functions well in its virtual forays. But when new team members join, the group loses its effectiveness. The team returns to progress only after the new members have bonded with the old ones in old-fashioned ways—by squeezing each other's hand, drinking beer together, exchanging personal stories, or giving one another a slap on the back." (p. 211)
(2001). What Do You Want to Do When You Grow Up?: Starting the Next Chapter of Your Life.
"Job burnout, write Maslach and Goldberg, with its feelings of frustration, ineffectiveness, or failure, is 'a particularly tragic endpoint for professionals who entered the job with positive expectations [and] enthusiasm.'" (p. 56)
(2001). When Corporations Rule the World.
"Human well-being will never be secured by the kind of economic growth demanded by a rogue financial system that values people, planet, and the civilizing bonds of culture and community only for their current market price. It comes down to a question of how we want to live. If we want societies that value life more than money, we must re-create our institutions accordingly." (p. 229)
(2001). The Working Life: The Promise and Betrayal of Modern Work.
"The flexible workplace can be a solution to the time problems families face, or it can be the root of their problems. We have gone from moving our homes into the organization to moving the organization into our homes. It again raises the question of whether life should be part of work or work part of life. Where do you go at the end of the day when you work at home?"
(2001). You'll See It When You Believe It: The Way to Your Personal Transformation.
"Eliminating the titles and labels reduces our inclination to compartmentalize and restrict our lives. Soren Kierkegaard said, 'Once you label me, you negate me.'" (p. 32)
(2001). Ethics for the New Millennium.
260. Abstract
"And whereas a vision properly motivated—which recognizes others' desire for and equal right to happiness and to be free of suffering—can lead to wonders, when divorced from basic human feeling the potential for destruction cannot be overestimated." (p. 72)
(2001). Nothing personal, just business: a guided journey into organizational darkness.
"Witnessing, bearing witness, and writing for others to see and hear—these are the beginning of hope for genuine change. If I cannot alter what I see, I can at least attest to the fact that it happened and is still happening." (p. xvi)
(2001). Weaving complexity and business: engaging the soul at work.
356. Abstract
"How then do we begin to generate caring and connected relationships at work? We begin with awareness. We begin by being aware of the world of relationships and by paying as much attention to these micro dynamics in organizations—how they influence social processes and psychological health of individuals—as we currently do to macro issues, such as economic performance and strategies." (p. 305)
(2002). 21 Dog Years : Doing Time @ Amazon.com.
"When you work in an office everything becomes an abstraction. The higher you travel up the chain, the less actual work is being done, as everyone becomes responsible for overseeing those below them, who are supervising those below them, ad nauseam. In the Vedic tradtion Hindus believe that the world's firmament rests on four elephants, who in turn stand on the back of a turtle. The question always comes: 'What's holding up the turtle?' And the answer is: 'It's turtles all the way down.' Likewise in corporations—it is all turtles, straight to the bottom, and after a while it becomes impossible to feel what is happening at an experiential level. Only lunch meetings persist. Postmodern capitalism." (p. 167)
See also the second chapter titled "Turtles all the way down" in Kantrow. 1
(2002). The Anxious Organization: Why Smart Companies Do Dumb Things.
"In organizations where anxiety is often expressed as blame, to avoid being blamed becomes a constant preoccupation. People attempt to preempt blame by sending each other memos recapitulating who did what and when. Their attention shifts from avoiding a potential problem to avoid being blamed for it." (p. 145)
(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)
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