Biblio
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(1985). Bringing Out the Best in People: How to Enjoy Helping Others Excel.
"Management by Encouragement
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
Scudder N. Parker once said, 'People have a way of becoming what you encourage them to be—not what you nag them to be.' It is a very basic human need to have someone encourage us and spur us on to higher things." (p. 89)
(2009). Billy Budd.
"Now envy and antipathy, passions irreconcilable in reason, nevertheless in fact may spring conjoined like Chang and Eng in one birth. Is Envy then such a monster? Well, though many an arraigned mortal has in hopes of mitigated penalty pleaded guilty to horrible actions, did ever anybody seriously confess to envy? Something there is in it universally felt to be more shameful than even felonious crime. And not only does everybody disown it, but the better sort are inclined to incredulity when it is in earnest imputed to an intelligent man. But since its lodgement is in the heart not the brain, no degree of intellect supplies a guarantee against it."
(2002). Breaking Free from Stress: How to Find Peace When Life's Pressures Overwhelm You.
"People fear losing their jobs and worry about their performances. Too many leave their employment feeling drained and used up. Obviously this leaves little to give to others, particularly family." (p. 63)
(2001). Business Is Combat: A Fighter Pilot's Guide to Winning in Modern Business Warfare.
"This book began with people and it ends with people, because ultimately they are an organization's greatest asset. It is individuals who innovate, not companies. It is individuals who persist against all odds, not corporate guidelines or a time clock."
(2000). The bully at work: what you can do to stop the hurt and reclaim your dignity on the job.
"Groupthink is George Orwell's term from 19841, the dark futuristic novel. Psychologists borrowed the term to describe a group incapable of critically assessing the pros and cons of a decision. Because the group members feel so tightly connected, so cohesive, they prefer to see only one side of an issue. They are easily led by a forceful leader and busy themselves by falling in line behind the boss and kissing up to stay in good favor. They become a mindless, overprotective clique when assembled as a group, putting the political goal of squashing dissent above all other matters."2
- 1. (1949). 1984.
- 2. According to the Wikipedia entry on groupthink, it wasn't Orwell, but rather William H. Whyte, Jr., who coined the term, as he writes in 1952:
"Groupthink being a coinage — and, admittedly, a loaded one — a working definition is in order. We are not talking about mere instinctive conformity — it is, after all, a perennial failing of mankind. What we are talking about is a rationalized conformity — an open, articulate philosophy which holds that group values are not only expedient but right and good as well."
Wikipedia: groupthink
(2003). Business Leaders and Success: 55 Top Business Leaders and How They Achieved Greatness.
"Deming's sometimes-gruff nature reflected impatience with managerial abuses of power. He thought that power carried a precious responsibility. 'Research shows', Deming said, 'that the climate of an organization influences an individual's contribution far more than the individual himself.' " (p. 206)
(2003). Breathing For A Living.
"A team is a team because of their spirit, not always because they play perfectly together all the time." (p. 189)
(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)
(2000). Breaking the Watch: The Meanings of Retirement in America.
"For most individuals, the formal and public recognition of retirement is commonly marred by the pale content of the official rites mean to dramatize it. These ceremonies tend to be formulaic, predictable, and cliched...
The private and informal ceremonies created for retirees prove to be more fulfilling because of their style, their substance, their process, and their audience. They allow people to leave work on a good note, and give them a sense of control over this transition." (p. 54)
The private and informal ceremonies created for retirees prove to be more fulfilling because of their style, their substance, their process, and their audience. They allow people to leave work on a good note, and give them a sense of control over this transition." (p. 54)
(1992). Beyond Therapy, Beyond Science : A New Model for Healing the Whole Person.
"Dr. Diane Fassel and I wrote The Addictive Organization. Since the publication of that book, thousands of people have spoken or written to us about their recovery and what has happened to them in their addictive organizations as a result of their personal recovery. Their words differ, and the stories are essentially the same. They go like this: 'I'm an addict [alcoholic, workaholic—whatever kind of addict, it doesn't matter]. I am in recovery and I feel good about my recovery. It's going well. My life has really improved and I basically feel happy. Because of my recovery and, I believe, the changes in me, my family is changing. We are all actually getting better. But...I am not sure that I can maintain my sobriety and continue to work in my addictive workplace. If I really put my sobriety first, I cannot continue to work where I do." Often, I suggest to these people that they attend Al-Anon, with the workplace as the addict in their lives." (p. 192)
(2003). The Blind Men and the Elephant: Mastering Project Work.
"Much of what we call 'project management' stands upon Taylor's flat-earth perspectives. When applied to repeatable manufacturing situations, his primitive notions have great utility. The same ideas fall apart when applied in more human, less mechanical contexts." (p. 7)
(2001). Beginning Perl for Bioinformatics.
(1986). Becoming a Technical Leader: An Organic Problem-Solving Approach.
"In other words, there must be something worth doing, but it also must have that unique part that only I can contribute. That's the key to achieving the vision. Joining a mass movement may keep me going as a person, but it won't keep me going as an innovator." (p. 97)
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