Biblio
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(2013). Towards a definition of 'conspiracy theory'.
Special issue: The psychology of conspiracy theories.
- Conspiracy theories are unverified claims.
- Conspiracy theories are less plausible alternatives to the mainstream explanation.
- Conspiracy theories are sensationalistic.
- Conspiracy theories assume that everything is intended.
- Conspiracy theories assume unusually malign intent.
- Conspiracy theories have low standards of evidence.
- Conspiracy theories are epistemically self-insulating.
(1996). Total Quality Management.
(2013). Total Leadership: Be a Better Leader, Have a Richer Life.
284. Abstract
"If you approach your dialogues with a spirit of inquiry—if you want to learn, not argue—you will likely open up new pathways." (p. 109)
(1990). Total Customer Service : The Ultimate Weapon.
"The hard truth is that there's little place for the traditional middle manager in companies that go all out to serve customers. The skills that most such managers have mastered—protecting their fiefdoms, proving their importance by forcing all information and communications to flow through their offices, meticulously enforcing bureaucratic controls—become serious liabilities. Yet no matter how flat the organization, no company can function without middle management.
The solution service leaders often take is to redefine the middle manager's job. Instead of acting like a boss, he is encouraged to behave like a helper." (p. 106)
(1994). To Engineer is Human: The role of failure in successful design.
"There is a familiar image of the writer starting at a blank sheet of paper in his typewriter beside a wastebasket overflowing with crumpled false starts at his story. This image is true figuratively if not literally, and it represents the frustrations of the creative process in engineering as well as in art." (p. 75)
(2002). The Tipping Point: How Little Things Can Make a Big Difference.
"The mistake we make in thinking of character as something unified and all-encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people's behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a 'dispositional' explanation for events, as opposed to a contextual explanation."
(1987). Thriving on Chaos: handbook for a management revolution.
"Today, there is an especially virulent form of corruption induced by overly rigid systems. This new corruption, in service to the 'system's imperative,' is non-responsiveness to constituent needs." (p. 606)
(1987). Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
(1978). The three boxes of life: and how to get out of them : an introduction to life/work planning.
"In a study prepared by professor M. Harvey Brenner of Johns Hopkins University for the Joint Congressional Economic Committee, every rise in the unemployment rate in this country has been followed by increases in 'seven indicators of social stress': homicide, suicide, deaths from cardiovascular and kidney disease, deaths from cirrhosis of the liver, total number of deaths, admissions to mental hospitals, and the number of people sent to jail for crimes." (p. 249)
(2003). Thoughts without a Thinker : Psychotherapy from a Buddhist Perspective.
"The purpose of life is to be happy....
On its own no amount of technological development can lead to lasting happiness. What is almost always missing is a corresponding inner development." (p. ix, forward by the Dalai Lama)
On its own no amount of technological development can lead to lasting happiness. What is almost always missing is a corresponding inner development." (p. ix, forward by the Dalai Lama)
(1997). Thinking in the Future Tense.
"Psychologist Sheldon Kopp warned clients to plow the fields of their past if they wanted to be able to plant their own crops. Business consultant Peter Senge agreed: 'Structures of which we are unaware hold us prisoner. Once we can see them and name them they no longer have the same hold on us. This is as true for the organization as it is for the individual.'" (p. 41)
(1981). Theory Z: How American Business Can Meet the Japanese Challenge.
"A Japanese company committed to lifetime employment will go to great lengths to build loyalty among its employees by ensuring fair and humane treatment. In the United States, by comparison, an alienated, disgruntled employee can be laid off during the next downsizing in the business cycle and thus represents only a short-term burden to the employer. The problem is purely one of incentives. People committed to long-term relationships with one another have strong commitments to behave responsibly and equitably towards one another." (p. 34)
(1995). The theory and practice of group psychotherapy.
"In their classic research on three different styles of leadership, White and Lippit noted that a group is more likely to develop disruptive in-group and out-group factions under an authoritarian, restrictive style of leadership. Group members, unable to express their anger and frustration directly to the leader, release these feelings obliquely by binding together and mobbing or scapegoating one or more of the other members." (p. 330)
(1993). Technopoly: The Surrender of Culture to Technology.
"In the work of Frederick Taylor we have, I believe, the first clear statement that society is best served when human beings are placed at the disposal of their techniques and technology, that human beings are, in a sense, worth less than their machinery." (p. 52)
(1984). Techno Stress: The Human Cost of the Computer Revolution.
"Unemployment ultimately eats away at self-esteem. We normally spend much of our time discussing work, socializing with our co-workers, and thinking about our jobs. We identify with the work we do. Status is earned according to what we do, how much we earn, and whether or not we supervise others, and, if so, how many. Our sense of worth, confidence, and security disappears when we lose our jobs." (p. 57)
(1986). The Tao of leadership: Lao Tzu's Tao te ching adapted for a new age.
"If you measure success in terms of praise and criticism, your anxiety will be endless." (p. 25)
(1988). Take This Job and Love It: How to Change Your Work Without Changing Your Job.
"Burnout is of epidemic proportions because of a delay in companies' responding to the new needs of their workforce, or mismatch between what people want from their job and what the job offers them. Burnout signals not that people are working too hard but that they are not used enough. It recedes when the individual worker is empowered to make the workplace different and when the company makes a commitment to serve its employees." (p. 39)
(1989). Swim with the Sharks Without Being Eaten Alive.
"Genius may not always be associated with messiness, but the following words are very much to the point:
Picture to yourself the darkest, most disorderly place imaginable...blotches of moisture covered the ceiling; an oldish grand piano, on which the dust disputed the place with various pieces of engraved and manuscript music; under the piano (I do not exaggerate) an unemptied chamber pot; beside it a small walnut table accustomed to the frequent overturning of the secretary placed on it; a quantity of pens encrusted with ink, compared with which the proverbial tavern pens would shine; then more music. The chairs, mostly cane—seated, were covered with plates bearing the remains of last night's supper, and with wearing apparel, etc.That passage is found in The Lives of the Great Composers, by Harold C. Schonberg. It is Baron de Tremont's description of Beethoven's 'Office." (p. 141)
(1996). Surviving Your Boss: How to Cope With Office Politics and Get on With Your Job.
"In any situation of change, conflict, or misunderstanding there is anger. Anger frequently masks fear. Fear in situations of conflict and change is very predictable. And with anger there is usually blame, for oneself and for others. Anger is one of the most destructive forces in the workplace today. It is ultimately a fatal emotion. Studies show that about 20 percent of us have hostility levels high enough to be dangerous—to our own health and to those around us. Hostility level is associated with increased smoking, drinking, eating, and weight gain. Hostility has long been a well-established contributor to coronary risk and heart disease, as well as myriad other illnesses.
It's likely you have experienced the relationship between anger, depression, resentment, and low self-esteem. You know about the aches and pains that come from tension. The fatigue and lack of joy that ensue as days are increasingly filled with the burden of frustration and suppressed rage." (p. 96)
It's likely you have experienced the relationship between anger, depression, resentment, and low self-esteem. You know about the aches and pains that come from tension. The fatigue and lack of joy that ensue as days are increasingly filled with the burden of frustration and suppressed rage." (p. 96)
(1966). Survival in the Executive Jungle.
"One executive who decided that, after all, every major company president already had his own corporate aircraft, topped them all by arranging round-trip helicopter transportation from his front lawn directly to the company parking lot each morning and evening. To the board of directors he provided many rationalizations: the helicopter conserved his precious time and energy; it wasn't that much more expensive than a chauffeured limousine. The true reason, of course, was that it gave him a feeling of importance that no amount of money could supply." (p. 170)
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