Biblio
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(1998). Don't Sweat the Small Stuff at Work.
"Sometimes the criticism we receive is valuable, even helpful. Other times, it's utter nonsense. Either way, learning to see criticism as 'small stuff' is incredibly useful in our efforts to live a life of reduced stress." (p. 270)
(2005). Don't Sweat the Small Stuff...And It's All Small Stuff: Simple Things To Keep The Little Things From Taking Over Your Life.
"At times you are going to use bad judgement, say something wrong, offend someone, criticize unnecessarily, be too demanding, or act selfishly. The question isn't whether you will make these mistakes—we all do. The question is, Can you admit to them?" (p. 187)
(2002). Dealing with people you can't stand: how to bring out the best in people at their worst.
"All of these intents, getting it done, getting it right, getting along, and getting appreciation have their time and place in our lives. Often, keeping them in balance leads to less stress and more success. To get it done, take care to get it done right. If you want it done right, avoid complications by making sure everyone is getting along. For a team effort to succeed, each party much feel valued and appreciated." (p. 19)
(2003). Developing More Curious Minds.
"[Colleen Rowley replied to the Senate Judiciary Committee], 'I go back to the "don't rock the boat, don't ask a question" problem.' Any question, she said, might be perceived as a 'complaint', or 'as a challenge to somebody higher up and they get mad or whatever' (Excerpts...,2002)." ...
"People who ask 'hard questions' too often have been fired because of their challenges to accustomed ways of thinking and doing business." (p. 6)
"People who ask 'hard questions' too often have been fired because of their challenges to accustomed ways of thinking and doing business." (p. 6)
(1991). Dr. Deming: The American Who Taught the Japanese About Quality.
"Some writers call for greater accountability. The computer is seen as the sure way out of our problems by providing management with intricate details about each person's performance. All these views are wrong!" (p. 93)
(1997). The Dilbert Future: Thriving on Stupidity in the 21st Century.
"The current method of motivating employees involves frightening them until their arteries harden, then trying to make it all better by giving them inexpensive gifts bearing the company logo." (p. 123)
(1996). Dogbert's Top Secret Management Handbook.
"Lying isn't a good idea in nonwork situations because bad things can happen if you get caught. But when you're dealing with employees, they have few retaliatory options as long as you keep the supply cabinet locked. And if you lose their trust, you can always use fear and intimidation to get the same results. There's no real risk." (sec. 1.13)
(1996). The Dilbert Principle: Cubicle's-Eye View of Bosses, Meetings, Management Fads, and Other Workplace Afflictions.
"A company can't do much to stimulate happiness and creativity, but it can do a lot to kill them. The trick for the company is to stay out of the way. When companies try to encourage creativity it's like a bear dancing with an ant. Sooner or later the ant will realize it's a bad idea, although the bear may not." (p. 320)
(2002). Dilbert and the Way of the Weasel.
"Thanks to evolution, humans made the leap from sniffing butts to kissing butts, and the seeds of capitalism were sown." (p. 82)
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