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(1989). Anger: the misunderstood emotion.
"The anger that fuels revolt does not arise, therefore, from objective conditions of deprivation or misery. As long as people regard those conditions as natural and inevitable, as God's Law or man`s way, they do not feel angry about them. So sociologists speak instead of 'relative deprivation,' the subjective comparisons that people make when they compare their actual lives to what might be possible. Alexis de Toequeville observed that 'evils which are patiently endured when they seem inevitable become intolerable when once the idea of escape from them is suggested,' and the freed slave Frederick Douglass put the same idea more passionately. 'Beat and cuff your slave,' he wrote, 'keep him hungry and spiritless, and he will follow the chain of his master like a dog, but feed and clothe him well, work him moderately, surround him with physical comfort, and dreams of freedom intrude.'" (p. 261)
(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)
(1974). Anger.
"Some people unfortunately sacrifice their health and happiness on the altar of justice. Justice is an elusive ideal. If a situation bothers you, the best thing to do is to make the changes necessary for your own comfort. Insisting that blame be placed where it belongs and that the person at fault must be the one to change may only lead to further unhappiness." (p. 124)
(2000). Andy Grove to CDU: Why Are You Looking at Me?.
Fast Company. Abstract
"This false notion suggests that you get better outcomes by eliminating the weaker member of a group. That is supported by another Darwinian misreading: Only the strong survive, and the outcome will be better if you have people of first-rate strength. These assumptions have become the foundation of growth, progress, and capitalism: stronger, better, more. But they are not part of Darwinism. Darwin's insight was that competition can lead to all sorts of new ecological niches. If predators are devouring animals (like you) during the day, you might become nocturnal. If predators are becoming stronger or larger, you could become smaller, more mobile, or less visible. There is nothing vengeful or vindictive about Darwinian theory. Invoking Darwin to justify cutthroat behaviors is wrong."
(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)
(2000). Americans with disabilities : exploring implications of the law for individuals and institutions.
"The key mediating concept here is self-respect. Suppose we agree with Rawls that self-respect is a vital primary good, something of great importance that any rational person is presumed to want. Now, given actual human psychology, self-respect is—to a considerable degree—dependent on other people's affirmation of one's own worth. And in modern advanced societies, employment, earnings, and professional success are, for better or worse, positively correlated with social assessments of an individual's value. Further, beyond the reactions of other people, work and career identifications form significant parts of some people's conceptions of themselves and their own worth; hence these identifications may contribute directly to the creation and sustenance of self-respect, and their absence will frequently have the opposite effect." (p. 179)
(1993). AMA Management Handbook.
"Scott and Hart indicate in Organizational America (Houghton Mifflin, 1979) that unfortunately the degree to which we deny our innate human nature may have already thrown open the door to domination of most Americans by organizational imperatives."
(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)
(1988). Algorithms.
(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)
(1973). Aging & mental health : positive psychosocial and biomedical approaches.
"New models of vocational rehabilitation, supported employment, and skill development will need to be developed to respond to the desires of older adults to engage in meaningful activities in late life." (p. 177)
(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)
(2014). Against Productivity.
Medium. Abstract
Productivity is a quality of perfect robots. Stories, adventures and all new things still have to come from messy humans.
(1956). The Adventures of Huckleberry Finn.
"All I say is, kings is kings, and you got to make allowances. Take them all around, they're a mighty ornery lot. It's the way they're raised."
(1987). Advanced Unix Programming.
(1987). Advanced Turbo PROLOG.
(2007). Action Learning.
"We thus define action learning as follows:
'An approach to working with and developing people that uses work on an actual project or problem as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help the members learn how to balance their work with the learning from that work.'" (p. 3)
'An approach to working with and developing people that uses work on an actual project or problem as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help the members learn how to balance their work with the learning from that work.'" (p. 3)
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