Biblio
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(2002). Defying the Crowd: cultivating creativity in a culture of conformity.
"Creative people are those who consciously and purposefully decide to follow their own path. They do it because they want to, not because someone makes them." (p. 237)
(1995). Dracula.
"I suppose it is that sickness and weakness are selfish things and turn our inner eyes and sympathy on ourselves, whilst health and strength give Love rein..."
(1994). Distributed Operating Systems.
(2000). Digital Capital : Harnessing the Power of Business Webs.
"Corruption thrives in a culture of secrecy." (p. 182)
(2007). Do You Exist?.
Computerworld.
"You can no longer expect your professional standing to progress if you dont have an easily accessible, broadly informative presence on the Web. And while that virtual existence is essential in itself, it's not enough. You have to contribute something..."
(1995). Do What You Are.
"Pressure to be what you aren't can cause lifelong confusion. If you are obliged to fit into a certain group mentality that really doesn't suit you (this could be a family dynamic, a school or community setting, or a professional environment), you may end up denying your true nature and not enjoying your required role. If you spend twenty years at a job you don't enjoy, you may end up not only out of touch with your natural interests but—even worse—with a distorted view of your own competence." (p. 90)
(1988). The Deming Management Method.
"Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear." (p. 73)
(1991). Deming management at work.
"In the words of W. Edwards Deming, 'The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.' " (p. 236)
(1991). Developing and Training Human Resources in Organizations (2nd Edition).
"Despite its wide use, punishment can have unfortunate side effects. First, there is a high probability that the response will be reduced only when the punishment agent is present....Second, punishment may result in avoidance, hostility, or even counteragression toward the punishing agent." (p. 235)
(1990). Designing Object-Oriented Software.
(1993). Decline and Fall of the American Programmer.
As DeMarco and Lister [12] argue,
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
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