Biblio
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(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)
(2011). Why chronic comparing spells career poison.
"To a certain extent, ambitious professionals have always engaged in what I refer to as reverse schadenfreude—being pained by other people's success."
(1998). You want me to do WHAT?: when, where, and how to draw the line at work.
"Forgiving ourselves allows us to let go of the feeling that we must punish ourselves, or be punished by someone else. lt allows us to give up our feelings of self-hatred and self-loathing. Unless and until we forgive ourselves, we will be unable to ask for or accept the forgiveness of others in our community; and, without forgiveness, there will be no reconciliation." (p. 265)
(1982). Out of the Crisis.
"Basically, what is wrong is that the performance appraisal or merit rating focuses on the end product, at the end of the stream, not on leadership to help people. This is a way to avoid the problems of people. A manager becomes, in effect, a manager of defects....
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
(1993). The New Economics for Industry, Government, Education.
"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115)
(1982). Quality Productivity and Competitive Position.
"The economic loss from fear is appalling. It is necessary, for better quality and productivity, that people feel secure." (p. 33)
(1995). Job Shock: Four New Principles Transforming Our Work and Business.
"Charge a healthy fee for the right brain, more complex and human services where you don't compete with computers." (p. 236)
(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)
(1993). Elizabeth Bishop and Marianne Moore.
(1998). The Critical 14 Years Of Your Professional Life.
"What are the bosses' strengths and weaknesses?
We all have them. Usually, our weaknesses outnumber our strengths. When you do a strengths/weaknesses 'audit' of the boss, be prepared for the weakness column to extend beyond the strengths. Once I got savvy about the world of bosses, I considered it a major strength that the executive simply was breathing. The higher you put your standards for how bosses should act, the harder you're going to fall when a particular boss doesn't measure up. Remember breathing—it's a major strength." (p. 60)
We all have them. Usually, our weaknesses outnumber our strengths. When you do a strengths/weaknesses 'audit' of the boss, be prepared for the weakness column to extend beyond the strengths. Once I got savvy about the world of bosses, I considered it a major strength that the executive simply was breathing. The higher you put your standards for how bosses should act, the harder you're going to fall when a particular boss doesn't measure up. Remember breathing—it's a major strength." (p. 60)
(1988). What Works at Work: Lessons from the Masters.
"The sunflower effect—doing what your boss wants you to do—is still very powerful in all organizations because the power in all organizations is significantly at the top. Conflicts at high levels in organizations reverberate all the way down, reflecting the displacement downward of that anger and hostility and once again reflecting power at the top." (p. 282)
(2000). Managing Up! : 59 Ways to Build a Career-Advancing Relationship with Your Boss.
"It's obvious that you do bring elements of your true self to the job environment, though some bring more than others. But you aren't and can't be completely be your true self at work." (p. 73)
(2002). Creating Sustainable Work Systems.
If one is to believe history, intensity of work has been a central issue in management science ever since the start of industrialization and a problematic one at that, as it captures the essence of the antagonism between the person who does the work and the person who wants it done; sometimes formulated as a conflict between capital and labour, inherent in the capitalistic industrial system. This perspective does not indicate many remedies apart from a proletarian revolution—still there would be conflicting interest." (p. 15)
(2009). The Miracles of Mentoring.
"Mentoring is a work of the heart. It is a desire to build community, to inspire hope, to share success, to enrich life." (p. 131)
(1993). The Effective Executive.
"But the organization is an abstraction. Mathematically, it would have to be represented as a point—that is, as having neither size nor extension. Even the largest organization is unreal compared to the reality of the environment in which it exists." (p. 13)
(1986). Innovation and Entrepreneurship : Practice and Principles.
"But innovation, almost by definition, has to be decentralized, ad hoc, autonomous, specific, and micro-economic....Innovative opportunities do not come with the tempest but with the rustling of the breeze." (p. 255)
(2013). Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying.
"For better or for worse, job, career, and personal identity are tightly interconnected and a rupture in one causes ruptures in the others."
(2002). Seeds of Innovation : Cultivating the Synergy That Fosters New Ideas.
"Without curiosity, a person has great difficulty discovering new ideas. Being curious involves (a) having an open mind, (b) gaining a broader perspective. and (c) asking probing questions." (p. 29)
(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)
(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)
(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)
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