Biblio
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(1999). If work makes people with mental illness sick, what do unemployment, poverty, and social isolation cause?.
Psychiatric Rehabilitation Journal. 23(2), Abstract
"In fact, the change from the role of patient or client to a new role as worker in society is fragile at best. The journey to employment requires a more sensitive approach from all involved individuals (the worker, the professionals, family, and friends) to the extent that everyone can successfully leverage the potential and ability of the worker with an appreciation of the limitations that are part of the illness."
(1999). Breakthrough Inc. : High Growth Strategies for Entreneurial Organizations.
"Conversation is the most powerful peacetime business and organizational tool ever devised....While others stress the word communication, to us the word conversation is the better approach for two reasons. First, communication, as the word is normally used in everyday life, is usually one-sided. Second, conversation implies an exchange of views, or as Julio Olalla says, 'a changing together'. Third, communication focuses on the act of getting an already designed and known message out, while conversation implies two or more people jointly seeking some knowledge, truth, or strategy that they individually have not figured out entirely." (p. 153)
(1999). Eliminating Professors: A Guide to the Dismissal Process.
Quoting from a decision by the Supreme Court of Canada:
"A person's employment is an essential component of his or her sense of identity, self-worth, and emotional well-being. Accordingly, any change in a person's employment status is bound to have far-reaching repercussions. The point at which the employment relationship ruptures is the time when the employee is most vulnerable, and hence most in need of protection. When termination is accompanied by acts of bad faith in the manner of the discharge, the results can be especially devastating." (p. 164)
"A person's employment is an essential component of his or her sense of identity, self-worth, and emotional well-being. Accordingly, any change in a person's employment status is bound to have far-reaching repercussions. The point at which the employment relationship ruptures is the time when the employee is most vulnerable, and hence most in need of protection. When termination is accompanied by acts of bad faith in the manner of the discharge, the results can be especially devastating." (p. 164)
(1999). Ethics on the Job: Cases and Strategies.
"To act ethically is, at the very least, to strive to act in ways that do not hurt other people; that respect their dignity, individuality, and uniquely moral value; and that treat others as equally important to oneself. If you believe these are worthwhile goals, then you have reason to strive to act ethically. If you do not believe these are worthwhile goals for human beings to pursue, then you may believe it is not important to act ethically." (p. 7)
(1999). Helping Someone with Mental Illness.
"Work fulfills many needs. It creates structure and meaning in our lives, gives us a sense of accomplishment, provides income and security, and also affords us the chance to socialize with friends and colleagues and to feel as if we belong to a community." (p. 102)
(1999). The Long Road to Forgiveness.
"In contrast to justice and acceptance, forgiveness is not only the recovery of our spirit, but also the enlargement of that spirit—somehow, some way—to imagine the humanity of the injuring person. And why would we want that?
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
(1999). The Magic of Dialogue: Transforming Conflict into Cooperation.
"In traditional hierarchical arrangements, those at the top of the pecking order can afford to be casual about how well they understand those at lower levels. But when people are more equal, they are obliged to make a greater effort to understand each other. If no one is the undisputed boss anymore, and if all insist on having their views respected, it follows that people must understand each other." (p. 18)
(1999). Mobbing: Emotional Abuse in the American Workplace.
"But employees who are committed to their work are often very loyal. They believe in the goals of the organization. They care about the organization's reputation. They keep quiet, are ambivalent about taking action and may not readily seek assistance, inside or outside the organization. They suffer for a longer period. Rarely do such individuals reveal their personal agony. And often they do not understand the complex reality of their situation."
(1999). Old Dogs, New Tricks: On Creativity and Collaboration.
"The lack of candor is one of the biggest tragedies in organizations because we don't speak truth to power. And so people who know the truth don't speak the truth where it would help. In my own study, I discovered that seven out of ten people will not speak up even if they know that what their boss is going to do is going to get him and the company in trouble. They will not be candid. They are not encouraged to speak up—they see dissenters being punished, not rewarded, and so the truth never gets out. There is no incentive for speaking up." (p. 34)
(1999). Only the Pronoid Survive.
"[Helena Cronin's] version of Darwinism shows that altruism and generosity create more rewards than their opposites do. She introduced the CEOs to the flip side of paranoia: "pronoia"—the idea that everyone is not out to get you, but that they are out to love you, or at least to appreciate you, if you reciprocate. According to the new Darwinism, only the pronoid survive—in fact, only the pronoid endure and flourish."
(1999). The Overload Syndrome: Learning to Live Within Your Limits.
"The recent book Finding Time: How Corporations, Individuals, and Families Can Benefit from New Work Practices describes work stress among software engineers, thus highlighting issues important throughout many occupations. 'Knowledge workers, like senior executives, experience immense pressure to . . . put work above all else,' observes University of Michigan business professor Leslie A. Perlow, who studied a Fortune 500 company to write the book. 'Engineers believe that they must be perceived as always willing to "accommodate the demands of the work." . . .They should be willing to do whatever is asked, not just in terms of producing output but also in terms of working whatever hours are deemed necessary to get the job done.' As long as nobody's getting hurt, what's the big deal? The big deal is—somebody's getting hurt." (p. 179)
(1999). A Safe Place for Dangerous Truths: Using Dialogue to Overcome Fear & Distrust at Work.
"In a strict hierarchy, when someone in power has the reputation for retribution, it would be irresponsible to encourage the discussion of dangerous truths. One time I believed a manager's self-description as 'open-minded and empowering.' Introducing dialogue into her group was a mistake. She was not open-minded and had a reputation for shooting the messenger. The result was agony—two hours of people squirming in their seats, eyes darting longingly toward the door, and no one daring to tell the truth." (p. 194)
(1999). Since Strangling Isn't an Option... : Dealing with Difficult People–Common Problems and Uncommon Solutions.
"It isn't always easy to have compassion for people who are in positions of power over us. We tend to think of them as having achieved something, or as having been given something we have not. Instead of thinking of your boss as a boss, think of her as a person. It's easier, and more productive, for two human beings to talk than it is for a boss and a subordinate to deliberate." (p. 39)
(1999). Trust and Betrayal in the Workplace.
"Transformative trust occurs when the amount of trust within a team or organization reaches a critical point and increases exponentially, becoming self-generating and synergistic. Four core characteristics are usually present: conviction, courage, compassion, and community." (p. 155)
(1999). When Good Companies Do Bad Things: Responsibility and Risk in an Age of Globalization.
"From our participation in scores of conferences and conversations about corporate social responsibility, we have found that most of us bring heavy baggage to this issue in the form of deep-seated and often unquestioned assumptions." (p. 96)
(1999). How To Work With Just About Anyone.
(1999). Set For Life.
(1998). A New Attitude: Achieve Personal and Professional Success by Keeping a Positive Mental Outlook.
A New Attitude.
"Research shows that people in the lower echelons of their companies are more susceptible to stress and its negative effects than those at the top. Employees on the lower rungs of the corporate ladder often have high-demand jobs and little control." (p. 99)
(1998). The Age of Unreason.
"Organizations are not by nature forgiving places. Mistakes are magnified by myth and engraved in reports and appraisals, to be neither forgotten nor forgiven. Organizational halos are for sinners as well as saints and last for a long time. The new manager must be a different manager. He, and increasingly she, must use what, in psychological jargon, is called reinforcement theory, applauding success and forgiving failure; he or she must use mistakes as opportunities for learning, something only possible if the mistake is truly forgiven because otherwise the lesson is heard as a reprimand, not an offer of help...The new manager has to be a teacher, counselor, and friend, as much as or more than he or she is commander, inspector, and judge." (p. 131)
(1998). Anger Kills: Seventeen Strategies for Controlling the Hostility That Can Harm Your Health.
"By allowing yourself a range of strategies—both asserting and deflecting options—you can balance your twin goals of preventing petty matters from riling you and remain focused on your legitimate rights and those of others. Sometimes you may choose to take a stand for what is right; at other times you may prefer to tune out the situation. Real injustices do exist in the world. The goal in learning to control your hostility is not to become insensitive to all injustices but rather to become more focused and selective." (p. 148)
(1998). The Bad Attitude Survival Guide: Essential Tools For Managers.
"A consistent, knee-jerk negative response to bad news or negative circumstances is a common occurrence and creates an unhealthy organizational culture. Many organizations are well known for shooting the messenger. Some managers have such a high negative emotional response to problems or bad news, their employees learn to avoid their manager in times of trouble or crisis. This is a deadly organizational circumstance because information that frequently could serve to eliminate a problem or stop a small crisis from escalation isn't shared up the ladder, as lower-level employees refuse to expose themselves to the inevitable wrath. The price the organization pays for allowing this negative culture is incalculable." (p. 79)
(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)
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