Biblio
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(1999). How To Work With Just About Anyone.
(1997). The Alchemy of Fear, How to Break the Corporate Trance and Create Your Company's Successful Future.
"One would expect that, when a group of bright people come together to make a decision or analyze a problem, their combined abilities would result in a group intelligence greater than that of any individual. Instead, most groups experience exactly the opposite—inverse intelligence. The resulting group intelligence is significantly less than that of any individual of the individuals within it." (p. 80)
(2002). Doing work you love: Discovering your purpose and realizing your dreams.
"Innovation requires risk and independent-minded people with self-employed attitudes.
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
(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."
(2008). Outliers: The Story of Success.
199. Abstract
"My wish with Outliers is that it makes us understand how much of a group project success is. When outliers become outliers it is not just because of their own efforts. It's because of the contributions of lots of different people and lots of different circumstances, and that means we, as a society, have more control about who succeeds—and how many of us succeed—than we think."
(1995). Psychosis and Power: Threats to democracy in the self and the group.
"It is critical that we take the 'different' into account, that we allow for its expression, refuse to be pushed into cynicism by negative passion, learn not to hate difference, respect the 'distinctive features' of what is other." (p. 9)
(2000). Faster: The Acceleration of Just About Everything.
"Our idea of boredom—ennui, tedium, monotony, lassitude, mental doldrums—has been a modern invention. The word boredom barely existed even a century ago." (p. 270)
(2005). The Big Moo: stop trying to be perfect and start being remarkable.
"Remarkable artists are always trying to find ways to put their own signatures on their work. They try to tell their own story. They simply can't perform like everyone else. The message: Be like an artist. Better still, be an artist." (p. 71)
(2003). In Praise of the Purple Cow.
(1986). Stigma: Notes on the Management of Spoiled Identity.
"That which can be told about an individual's social identity at all times during his daily round and by all persons he encounters therein will be of great importance to him. The consequence of a presentation that is perforce made to the public at large may be small in particular contacts, but in every contact there will be some consequences, which, when taken together, can be immense. Further, routinely available information about him is the base from which he must begin when deciding what tack to take in regard to whatever stigma he possesses. Thus, any change in the way the individual must always and everywhere present himself will for these very reasons be fateful—this presumably providing the Greeks with the idea of stigma in the first place." (p. 48)
(1986). The Dance of Anger.
"In using our anger as a guide to determining our innermost needs, values, and priorities, we should not be distressed if we discover just how unclear we are. If we feel chronically angry or bitter in an important relationship, this is a signal that too much of the self has been compromised and we are uncertain about what new position to take or what options we have available to us. To recognize our lack of clarity is not weakness, but an opportunity, a challenge, and a strength." (p. 106)
(1993). The Creative Spirit.
"'Love is not a word people talk about easily', says Larry Wilson, 'Yet, increasingly, we're seeing that people are wanting to know that somebody cares about them, that they are not just seen as some interchangeable part. Real leadership is about demonstrating that your intention is to care for people and support their growth.'" (p. 139)
(2002). Primal leadership: realizing the power of emotional intelligence.
"Leaders often talk about wanting to get their people 'aligned' with their strategy. But that word suggests a mechanical image of getting all the pencils pointing in the same direction, like a magnetic field lining up the polarity of molecules. It isn't that simple. Strategies, couched as they are in the dry language of corporate goals, speak mainly to the rational brain, the neocortex. Strategic visions (and the plans that follow from them) are typically linear and limited, bypassing the elements of heart and passion essential for building commitment." (p. 208)
(1995). Emotional Intelligence: Why It Can Matter More Than IQ.
"When emotionally upset, people cannot remember, attend, learn, or make decisions clearly. As one management consultant put it, 'Stress makes people stupid.'" (p. 149)
(2006). Social Intelligence: The New Science of Human Relationships.
"Feeling secure, Kohlrieser argues, lets a person focus better on the work at hand, achieve goals, and see obstacles as challenges, not threats. Those who are anxious, in contrast, readily become preoccupied with the specter of failure, fearing that doing poorly will mean they will be rejected or abandoned (in this context, fired)—and so they play it safe." (p. 277)
(2000). Working with Emotional Intelligence.
"There is a politics of empathy: Those with little power are typically expected to sense the feelings of those who hold power, while those in power feel less obligation to be sensitive in return. In other words, the studied lack of empathy is a way power-holders can tacitly assert their authority." (p. 144)
(2009). Everyday Survival: Why Smart People Do Stupid Things.
"If individual human beings can form forceful and persistent mental models, organizations or groups of people seem to be able to do so on an almost unimaginable scale. A person has secret doubts and fears. An organization has the emotional life of a reptile." (p. 93)
(1996). Fat and Mean: The Corporate Squeeze of Working Americans and the Myth of Managerial "Downsizing".
"Part of the problem with the emergence of the 'disposable' worker is that the potential advantages of true 'flexiblity' at work have been compromised. Employers can benefit from some leeway in how they schedule their workforce. And many employees, especially those with children, can benefit from choice and discretion in scheduling their own working time. But disposability is not flexibility. As a result of recent trends, part-time and more contingent work is becoming a sentence, not an opportunity. Workers are losing rights, choice, and benefits." (p. 246)
(2003). Sick Caesars - Madness and Malady in Imperial Rome.
"Sick Ceasars is an account, sometimes funny, sometimes tragic, of men transformed, and more often deranged, by absolute power." —from the cover jacket
(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."
(1989). Before It's Too Late: Employee Involvement, an idea whose time has come.
"When I started working in employee involvement I was completely unaware of the psychological implications. But then we began to observe behavior changes of the workers, and began to hear comments from their friends and spouses. We were experiencing a dramatic and powerful change that extended beyond the confines of the workplace. We were dealing with a concept that was affecting the whole person.
It was then, and only then, that we realized how tragic it is when a management system doesn't understand the need for recognition, for self-actualization, and job enrichment...and doesn't understand that how we treat people will largely determine how they respond and perform." (p. 85)
It was then, and only then, that we realized how tragic it is when a management system doesn't understand the need for recognition, for self-actualization, and job enrichment...and doesn't understand that how we treat people will largely determine how they respond and perform." (p. 85)
(1995). Mind Over Mood: Change How You Feel by Changing the Way You Think.
"Anger is linked to a perception of damage or hurt and to a belief that important rules have been violated. We become angry if we think we have been treated unfairly, hurt unnecessarily, or prevented from obtaining something we expected to achieve. Notice the emphasis on fairness, reasonableness, and expectation." (p. 193)
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