Biblio
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(1998). Organization Development : Behavioral Science Interventions for Organization Improvement.
"Two basic assumptions about individuals in organizations pervade organization development. The first assumption is that most individuals have drives toward personal growth and development if provided an environment that is both supportive and challenging. Most people want to develop their potential. The second assumption is that most people desire to make, and are capable of making, a greater contribution to attaining organization goals than most organizational environments permit." (p. 67)
(1987). Barron's Dictionary of Business Terms.
"Management Style: the leadership method a manager uses in administering an organization. For example, it may be said a manager has a very informal style, which signifies that the manager does not practice close supervision and believes in open communication." (p. 342)
(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)
(1986). Communication and Community: implications of Martin Buber's Dialogue.
"Shunning has been used for centuries as a paradoxical technique of collectively disciplining a person to bring him or her back into the group. This method may be the lesser of evils, however. As one my friends keenly observed, shunning is better than death, which has been used in some groups to eliminate the deviant. Given these two bleak choices, most of us would probably choose being ignored, But we should not minimize the pain one can feel from such exclusion. As William james stated, there is no more fiendish behavior than to act as if 'another did not exist.'"
(1970). Man For Himself: An Inquiry Into the Psychology of Ethics.
"Since modern man experiences himself as both the seller and the commodity to be sold on the market, his self-esteem depends on conditions beyond his control. If he is 'successful,' he is valuable; if he is not, he is worthless." (p. 72)
(1968). The Heart of Man: Its Genius for Good and Evil.
"The very need to achieve something creative makes it necessary to leave the closed circle of group solipsism and to be interested in the object it wants to achieve." (p. 94)
(1994). Escape From Freedom.
"The inability to act spontaneously, to express what one genuinely feels and thinks, and the resulting necessity to present a pseudo self to others and oneself, are the root of the feeling of inferiority and weakness. Whether or not we are aware of it, there is nothing of which we are more ashamed than of not being ourselves, and there is nothing that gives us greater pride and happiness than to think, to feel, and to say what is ours." (p. 288)
(1955). The Sane Society.
"[Man] is part of the machine, rather than its master as an active agent. The machine, instead of being in his service to do work for him which once had to be performed by sheer physical energy, has become his master. Instead of the machine being the substitute for human energy, man has become a substitute for the machine. His work can be defined as the performance of acts which cannot yet be performed by machines." (p. 180)
(1973). The Anatomy of Human Destructiveness.
"Power can mean power over people, or it can mean power to do things...Many writers, unfortunately, make use of this ambiguous meaning of the words 'power' and 'control', and in order to smuggle in the praise of 'power over' they identify it with 'power to'. Moreover, lack of control does not mean lack of any kind of organization, but only of those kinds in which the control is exploitative and the controlled cannot control the controllers." (p. 394)
"Being powerless and hence in danger of being enslaved, or having power and hence in danger of becoming dehumanized, are two evils. Which is to be shunned the most is a matter of religious and moral or political conviction." (p. 395)
(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)
(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)
(2006). All Rise: Somebodies, Nobodies, and the Politics of Dignity.
"A fundamental characteristic of a healthy work culture is that everyone, regardless of rank, exhibits a questioning attitude. The freedom to challenge any action, any condition, and any assertion cannot be maintained in an environment laced with rankism. Only by continually demonstrating respect for all opinions and those who hold them will an environment be maintained in which a spirit of inquiry can thrive." (p. 54)
(2003). Somebodies and Nobodies: Overcoming the Abuse of Rank.
"Institutional rank abuse skews the judgment of management and employees away from organizational goals toward self-aggrandizement in the first case, self-preservation in the latter." (p. 30)
(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)
(1967). The New Industrial State.
(1997). Firing back: power strategies for cutting the best deal when you're about to lose your job.
"...you may already be convinced that your co-workers, likable and helpful souls as they may have been during good times, are not really part of your protective, extended family. When the bad times came, many of them disappointed you. Either they weren't there for you or they weren't able to solve your problems. If they felt threatened themselves, they were running for cover. Even if they thought they were safe, they were probably showing you a side of themselves you hadn't seen before: a cold, distant, suspicious, or cruel side. But what made you think you were all part of a great big family?" (p. 207)
(1961). Excellence.
"It may help the reader to know what my own vantage point is. I am concerned with the social context in which excellence may survive or be smothered. I am concerned with the fate of excellence in our society." (p. 11)
(1995). The Road Ahead.
"As behaviorists keep reminding us, we're social animals. We will have the option of staying home more because the [information] highway will create so many new options for home-based entertainment, for communications—both personal and professional—and for employment. Although the mix of activities will change, I think people will decide to spend almost as much time out of their homes." (p 206)
(2008). Innovate Like Edison: The Five-Step System for Breakthrough Business Success.
"The most innovative contemporary workplaces welcome humor and play and the most bureaucratic ones invariably take themselves too seriously. Overseriousness is a warning sign of mediocrity and bureaucratic thinking." (p. 124)
(1992). Managing Your Mouth: An Owner's Manual for Your Most Important Business Asset.
"...deception is carried out when a group of individuals conspire to ensure that the sanctity of their mission is protected...Quite frequently in government and industry it is a perfectly normal and accepted practice to carry out deception. The intent of deception is to keep the enemy or adversary in the dark to protect and safeguard vital information. It is common practice that is exercised at the highest levels of federal government and the highest levels in the private sector." (p. 166)
(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)
(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)
(1992). Depression: the evolution of powerlessness.
"There is, therefore, an archetypal fear of outsiders and also of being made an outsider. Many films and other forms of art reflect this basic fear. Furthermore, group membership is an important aspect of self-esteem and self-identity (see Abrams et al., 1990, and Chapter 7 this volume). Another interesting observation is that following loss of rank an animal (e.g., in gorillas) may take up a solitary life. Once someone has involuntarily fallen in rank (been deposed) they can be ejected from groups quite quickly. Group living, therefore, runs parallel with the need to feel part of a group, supported by a group, and hence free from potential persecution. Lone primates often find it difficult to be accepted in a group unless they can make some bid for dominance or attract allies. In humans also non-acceptance can elicit aggression, but submission/ withdrawal/ avoidance is probably more common." (p. 181)
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