Biblio
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(2005). Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation.
"Unfortunately some individuals who are full of wonderful and innovative ideas may be viewed as sullen, non-participating appendages, disconnected or, worse yet, lazy. Perhaps the real truth is that they are being asked to create ideas (already an emotional risk) in a way that is not suited for their style or comfort with focus. A drastic example of this sort of misclassification is Albert Einstein, who was labelled by many as lazy and arrogant by traditional academic standards of the time because he preferred a process of discovery and innovation that was isolated and introspective."
(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)
(2005). Life's a Bitch and Then You Change Careers: 9 Steps to Get You Out of Your Funk & on to Your Future.
"I define career as a combination of:
- The particular occupation you choose to pursue and train for that is a significant part of your life and may or may not fit who you are
- The activities, experience, and knowledge you accumulate; skills you develop and progress you make while you're in that occupation" (p. 13)
(2005). The Pope Versus the Professor: Benedict XVI And the Legitimation of Mobbing.
"Those who have sought a person's removal from respectable company often interpret anything that person does afterward, even survival, as an attempt at revenge. To those who have tried to silence a person, even friendly words in that person's voice come across as spite." (p. 34)
(2005). Revenge of the Right Brain.
"Any job that can be reduced to a set of rules is at risk. If a $500-a-month accountant in India doesn't swipe your accounting job, TurboTax will. Now that computers can emulate left-hemisphere skills, we'll have to rely ever more on our right hemispheres."
(2004). A Preliminary Investigation of Factors Associated With Job Loss Grief.
Career Development Quarterly. 53(1), 78 - 83. Abstract
"Involuntary job loss has far-reaching effects on the well-being of individuals and families (Bejian & Salomone, 1995; Leana & Feldman, 1994; Turner, Kessler, & House, 1991; Vinokur, Price, & Caplan, 1996). Job loss can result in loss of identity, social contacts, and self-worth (Amundson & Borgen, 1992; Beehr, 1995). Coupled with economic loss, the emotional toll can be devastating."
(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)
(2004). Fear and Other Uninvited Guests: Tackling the Anxiety, Fear, and Shame That Keep Us from Optimal Living and Loving.
"Blaming is the easiest way to ruin your career. It's surprising how many people blame when it never benefits the blamer. If you observe the best employees or bosses, they don't blame, they just talk about the facts of what happened with another person." (p. 107)
(2004). One Who Is Not Busy, The: Connecting with Work in a Deeply Satisfying Way.
As taskdoers, worker bees, we hit one note and play it over and over again. We bury ourselves in activity the way substance abusers bury themselves in drink or drugs; no matter how many things we race to do during the day, there's always something more to be done. When there is a threat of hurt or disappointment due to circumstances beyond our control, there's no time to feel it. The monthly sales figures have to be calculated, the client gifts selected and sent, the copier contract gone over, the boardroom reserved for a partners meeting. The substance abuser's overall feeling is unpleasant enough—frantic, uneasy—but he does manage to avoid the real lows: the grief, the anger, the disillusionment." (p.97)
(2004). Retire on Less Than You Think: The New York Times Guide to Planning Your Financial Future.
"What I am opposed to is continuing to work when what you really want to do is retire or perhaps change course. This is especially true if you are burned out or in a dead-end job, as many people in their middle to late fifties find themselves." (p. 33)
(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)
(2004). When You Work for a Bully: Assessing Your Options and Taking Action.
"Neither your identity nor your value as a person is determined by how hard you work, much less how many hours you put in." (p. 190)
(2004). Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change.
"This codification, this rigor mortis that sets in around values and behaviors, is a problem unique to—and often devastating for—successful enterprises." (p, 185)
(2004). Workplace mobbing in academe : reports from twenty universities.
"Mobbing is like a tornado boiling up during stormy, unsettled, inclement times at work. Such times occur in all workplaces, academic ones not least, and everybody knows the signs: disputed decisions, angry words, bruised egos, and tension in the air. Usually such periods of conflict blow over like a summer storm and things settle down again, leaving minor damage to productivity and human relations, damage repaired in subsequent weeks and months.
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
(2004). The organization of information.
(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."
(2003). Managerial and organizational reality: stories of life and work.
"Defamation attempts to cut the reformer off from a potentially sympathetic following by attributing his attempts at reform to questionable motives, underlying psychopathology, or gross incompetence. This three-pronged attack is meant to blackmail the reformer into submission and to transform a sympathetic following into a mistrustful crowd of onlookers or an angry mob that feels resentful at having been deceived by the reformer." (p. 331, Rory O'Day)
(2003). Scapegoats at Work: Taking the Bull's-eye Off Your Back.
212. Abstract
"There is almost always some truth to the accusations against a scapegoat, but many other sins are laid against their name that rightly belong elsewhere. Punishing or excluding the scapegoat serves to relieve the system of the need to examine the structural problems of the system and of all concerned to explore their own participation in the problem. The ability of scapegoating to provide simple apparent 'solutions' to complex problems is part of its power." (p. 11)
(2003). The Anxiety Book.
"Have compassion for yourself and others. Rational responses should not only be more truthful than core negative thoughts, but also be kinder. When you magnify your own weaknesses, your cognitions become skewed toward disaster because you don't believe in your ability to handle stress or challenge. When you magnify the weaknesses (or dark sides) of other people, your relationships are characterized by mistrust, and you'll never feel safe in the world. You don't have to expunge awareness of your own imperfections, or whitewash the fact that people can be malevolent, in order to cultivate compassion. A compassionate worldview acknowledges all our multifaceted complexity but is purposely skewed toward the positive: You look for the good in yourself as well as in others." (p. 98)
(2003). Beyond Blame: How to Resolve Conflicts with Friends, Lovers, and Co-Workers.
"Avoid even the appearance of blame. No surprise here. This is, after all, the main theme of this book....
"There is nothing that will sabotage any strategy you employ more quickly than the mere suggestion that you are blaming the other person for the troubles. Equally detrimental is for you to accept blame that is directed toward you. This compliance tactic (perhaps even driven by the misguided belief that one person can be at fault in a conflict) will only encourage further fault-finding in the future." (p. 223)
"There is nothing that will sabotage any strategy you employ more quickly than the mere suggestion that you are blaming the other person for the troubles. Equally detrimental is for you to accept blame that is directed toward you. This compliance tactic (perhaps even driven by the misguided belief that one person can be at fault in a conflict) will only encourage further fault-finding in the future." (p. 223)
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