Biblio
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(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)
(2004). We Got Fired!: . . . And It's the Best Thing That Ever Happened to Us.
"If I have one piece of advice to young people, it's to break rules. Let's first assume you are delivering way more than what is expected of you. You have to do much more than the expected to compete today, because there are plenty of people out there happy to do the minimum. If you are already overdelivering, and breaking a rule will help you deliver more, then go ahead. Ask yourself a question: Will breaking a rule really help everyone out, not just myself? Is the answer yes? Then go ahead and break the rule. I'm not talking about doing anything criminal or unethical. I mean not following some stupid policy or convention. You'll have more fun and everyone will learn more. Most of all, you'll deliver more." (p. 264)
(1994). The Warren Buffett Way: Investment Strategies of the World's Greatest Investor.
The Institutional Imperative
"...an unseen force he calls 'the institutional imperative'—the lemminglike tendency of corporate management to imitate the behavior of other managers, no matter how silly or irrational it may be. It was, Buffett confesses, the most surprising discovery of his business career. At school he was taught that experienced managers of companies were honest, intelligent, and automatically made rational business decisions. Once out in the business world, he learned instead that 'rationality frequently wilts when the institutional imperative comes into play.' " (p. 84)
"...an unseen force he calls 'the institutional imperative'—the lemminglike tendency of corporate management to imitate the behavior of other managers, no matter how silly or irrational it may be. It was, Buffett confesses, the most surprising discovery of his business career. At school he was taught that experienced managers of companies were honest, intelligent, and automatically made rational business decisions. Once out in the business world, he learned instead that 'rationality frequently wilts when the institutional imperative comes into play.' " (p. 84)
Compare with "group narcissism" (Fromm) or "institutional narcissism" (Duncan). Also Howard Schwartz, et. al.
(2006). Vital Friends: the people you can't afford to live without.
"Undoubtedly, there are thousands of managers in the workplace who have no business bearing the responsibility for developing other people. Most of us have had a boss like this at one point or another. They make you miserable, less productive, and even diminish your physical health. But we have also found thousands of exceptional managers who have the opposite effect, and they have something in common: These great managers care about each of their employees as a real human being, not just a means to an end." (p. 63)
(2000). The Virtue of Prosperity : finding values in an age of techno-affluence.
"We think of leisure as 'not working', but in the economic literature is more precisely defined as 'doing what you want to do.' Rich people frequently find their jobs challenging and interesting, and so they would prefer to put in overtime at the office rather than sit at a beach sipping margaritas. If you're a welder or a longshoreman, sitting on a beach seems like a wonderful respite from the grime and ardor of your everyday existence; but if you're a scientist or an inventor pursuing a new discovery, an entrepreneur building a new business, an acclaimed singer or athlete, or a successful author completing a magnum opus, lounging on the sand in the middle of nowhere can seem like an awful waste of time." (p. 82)
(2012). Victory Secrets of Attila the Hun.
159. Abstract
"An organization's worst enemies are seldom external. Rather, the most deadly and damaging threats come from those who are so driven toward power that their political maneuvering can destroy the very group in which they seek authority." (p. 44)
(1999). Vampires: Emotional Predators Who Want to Suck the Life Out of You.
"One main tenet of emotional vampirism is particularly true in the workplace: ...while the victim is devoting the bulk of his time and energy to getting a job done, the emotional vampire is busy maneuvering." (p. 114)
"Actually dangerous (AD) emotional vampirism in the workplace is likely in situations which are highly charged emotionally, such as...when a career is at stake, and the actually dangerous is in a position to make or break an underling.
These are among the most difficult of situations, with material and emotional factors compounding each other." (p. 139)
"Actually dangerous (AD) emotional vampirism in the workplace is likely in situations which are highly charged emotionally, such as...when a career is at stake, and the actually dangerous is in a position to make or break an underling.
These are among the most difficult of situations, with material and emotional factors compounding each other." (p. 139)
(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)
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)
(1987). Unlimited Power.
(1996). Unholy Hungers : Encountering the Psychic Vampire in Ourselves and Others.
"We, too, try to emulate the gods, but unlike the Greeks, we seem dangerously ignorant of the peril of hubris. Not that we blindly aspire to godhood from stupidity or arrogance; rather, we aspire to godhood because the modern demigods we revere are themselves mortal, so we quite reasonably feel their enviable fate might just as well be our own. What's more, celebrity in our culture is supposed to be available to all who have the guts to seek it, which implies that those who do not attain it are somehow deficient in the skills of self-reinvention"
(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)
(1994). Understandable Jung: the personal side of Jungian psychology.
"With our personas, we often attempt to present our idealized selves, our ego ideals. Therefore, it hides our shadows and protects us from the shadows of others. It is a kind of acceptable sham." (p. 33)
(1995). Trust: The Social Virtues and the Creation of Prosperity.
"Workers whose work rules were not rigidly defined but were instead allowed to make their own decisions about the production process turned out to be both more productive and better satisfied with their jobs. Workers under these conditions showed considerable interest in helping one another and created their own system of leaders and mutual support if left to themselves." (p. 230)
(1999). Trust and Betrayal in the Workplace.
"Transformative trust occurs when the amount of trust within a team or organization reaches a critical point and increases exponentially, becoming self-generating and synergistic. Four core characteristics are usually present: conviction, courage, compassion, and community." (p. 155)
(2005). Trump: The Art of the Deal.
Ballantine Books.
"Most people are surprised by the way I work. I play it very loose. I don't carry a briefcase. I try not to schedule too many meetings. I leave my door open. You can't be imaginative or entrepreneurial if you've got too much structure. I prefer to come to work each day and just see what develops."
(2007). True north: discover your authentic leadership.
"When you do not feel in a safe place, you cover your core self to protect it from exposure and harm, and you develop a false self." (p. 77)
(1980). Transitions: making sense of life's changes.
"The point is that disenchantment, whether it is a minor disappointment or a major shock, is the signal that things are moving into transition. At such times we need to consider whether the old view or belief may not have been an enchantment cast on us in the past to keep us from seeing deeper into ourselves and others than we were then ready to. For the whole idea of disenchantment is that reality has many layers, each appropriate to a phase of intellectual and spiritual development. The disenchantment experience is the signal that the time has come to look below the surface of what has been thought to be so.
Lacking this perspective on such experiences, however, we often miss the point and simply become 'disillusioned.'" (p. 101)
Lacking this perspective on such experiences, however, we often miss the point and simply become 'disillusioned.'" (p. 101)
(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 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)
(2008). Toy Box Leadership: Leadership Lessons from the Toys You Loved as a Child.
"Big business often treats people as disposable, when we should look at how to repurpose our people to better fit the future needs of the company and the employee." (p. 12)
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