Biblio
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(1996). Fugitive from the Cubicle Police.
(1995). Fundamentals of Algorithmics.
(1999). First, break all the rules: what the world's greatest managers do differently.
"As we shall discuss...the best managers are adept at spotting a glimpse of talent in someone and then repositioning him so he can play to that talent more effectively." (p. 83)
(1987). Finite and Infinite Games : A Vision of Life as Play and Possibility.
"'Machine' is used here as inclusive of technology and not as an example of it—as a way of drawing attention to the mechanical rationality of technology. We might be surprised by the technological devices that spring from the imagination of gifted inventors and engineers, but there is nothing surprising in the technology itself. The physicist's bomb is as thoroughly mechanical as the Neanderthal's lever—each the exercise of calculable cause-and-effect sequences." (p. 80)
(1994). First Things First.
"Arnold Toynbee, the great historian, said that all of history can be written in a simple little formula—challenge, response. The challenge is created by the environment, and then the individual, the institution, the society comes up with a response. Then there's another challenge, another response. The formula is constantly being repeated.
The problem is that these responses become codified. They get set in cement. They become a part of the very way we think and the way we perform. They may be good procedures, good practices. But when we're faced with a new challenge the old practices no longer apply. They become obsolete. We're out in the wilderness trying to navigate with a road map." (p. 53)
The problem is that these responses become codified. They get set in cement. They become a part of the very way we think and the way we perform. They may be good procedures, good practices. But when we're faced with a new challenge the old practices no longer apply. They become obsolete. We're out in the wilderness trying to navigate with a road map." (p. 53)
(1990). FLOW: the Psychology of Optimal Experience.
"Each of us has a picture, however vague, of what we would like to accomplish before we die. How close we get to attaining this goal becomes the measure of the quality of our lives. If it remains beyond reach, we grow resentful or resigned; if it is at least in part achieved, we experience a new sense of happiness and satisfaction." (p. 9)
(1989). Fundamentals of Database Systems.
(1997). Firing back: power strategies for cutting the best deal when you're about to lose your job.
"...you may already be convinced that your co-workers, likable and helpful souls as they may have been during good times, are not really part of your protective, extended family. When the bad times came, many of them disappointed you. Either they weren't there for you or they weren't able to solve your problems. If they felt threatened themselves, they were running for cover. Even if they thought they were safe, they were probably showing you a side of themselves you hadn't seen before: a cold, distant, suspicious, or cruel side. But what made you think you were all part of a great big family?" (p. 207)
(2000). Faster: The Acceleration of Just About Everything.
"Our idea of boredom—ennui, tedium, monotony, lassitude, mental doldrums—has been a modern invention. The word boredom barely existed even a century ago." (p. 270)
(1996). Fat and Mean: The Corporate Squeeze of Working Americans and the Myth of Managerial "Downsizing".
"Part of the problem with the emergence of the 'disposable' worker is that the potential advantages of true 'flexiblity' at work have been compromised. Employers can benefit from some leeway in how they schedule their workforce. And many employees, especially those with children, can benefit from choice and discretion in scheduling their own working time. But disposability is not flexibility. As a result of recent trends, part-time and more contingent work is becoming a sentence, not an opportunity. Workers are losing rights, choice, and benefits." (p. 246)
(2005). Facing the Beasts: Everybody’s a Critic.
2011,
"Everyone I meet has their own baggage of humanity, foibles that I would find it easy to criticize. But if I can reduce the amount of critical aggression I bring to a situation, my relationships become easier."
(1990). From Conflict to Resolution: Strategies for Diagnosis and Treatment of Distressed Individuals, Couples, and Families.
"The more an individual has been exposed to no-win situations, the more readily he assumes that other situations cannot be changed for the better. As a consequence, such individuals put out less effort to try to control new conflictual situations." (p. 89)
(1989). A Fight to a Better End.
"It's hard to forgive someone who is abusive or spiteful to you. It's even harder to forgive someone who doesn't care whether or not he or she is forgiven." (p. 157)
(1990). Full catastrophe living: using the wisdom of your body and mind to face stress, pain, and illness.
"Patience is a form of wisdom. It demonstrates that we understand and accept the fact that sometimes things must unfold in their own time. A child may try to help a butterfly emerge by breaking open its chrysalis. Usually the butterfly doesn't benefit from this. Any adult knows that the butterfly can only emerge in its own time, that the process cannot be hurried." (p. 34)
(1990). Force For Change : How Leadership Differs from Management.
"Leadership is different [from management]. Achieving grand visions despite the obstacles always requires an occasional burst of energy, the kind that certain motivational and inspirational processes can provide. Such processes accomplish their energizing effect, not by pushing people in the right direction, as a control mechanism often does, but by satisfying very basic human needs: for achievement, belonging, recognition, self-esteem, a sense of control over one's life, and living up to one's ideals. These processes touch us deeply and powerfully, and elicit a most powerful response." (p. 63)
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