Biblio
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(1994). How to Keep People From Pushing Your Buttons.
"Sometimes we get terribly bent out of shape when someone treats us insensitively, manipulates us, takes advantage, or is downright unfair. Therefore, we are not suggesting that if you are treated unfairly, you roll over and say 'Hit me again, baby. Beat me to a pulp' or 'Well—ha, ha—nobody's perfect. Maybe they didn't mean it.' You can still decide to do everything possible to redress injustices and unfairness, whether they be personal or social, without overrreacting and becoming part of the problem." (p. 72)
(1993). Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
(1991). How to Lead Work Teams: Facilitation Skills.
"Leaders will do well to think of a team as a collection of diverse individuals, each with his or her own unique character and potential for contribution to the group. Being expected to conform and to subjugate individual needs and desires for the common good is degrading to team members. The fact is that some people are more comfortable as part of a group than others. Some more independent members may feel constrained and ill at ease working in a team. Others, because of their race, sex, age, religion, or culture, may not have much in common with other members and yet feel pressured to get along and conform. An effective leader is sensitive to the need to preserve individual dignity, to capitalize on differences, and to not try to achieve conformity."
(1991). Hands-On Turbo C++.
(1990). Hidden Agendas.
"A psychological contract and a relationship that works for both parties is flexible enough to accomodate both shattered illusions and changing circumstances. However, that flexibility is not easy to come by and most of us at least initially resist altering our expectations in any way. Instead, we become all the more determined to make the other person or the relationship measure up to our standards." (p 147)
(1990). Handbook of Computer Communications.
(1989). How you really get hired: The inside story from a college recruiter.
"I am not a soapbox person, but I have seen so many employees mourn the loss of a job with the same feelings experienced with the loss of a loved one—guilt, frustration, anger, and finally acceptance. Americans often make the mistake of transposing who they are into what they do. You are many things: friend, spouse, neighbor, church member, card carrying ACLU member, co-worker, parent, advisor, and...Marketing Manager. The essence of you will never be reflected in your job title." (p. 188)
(1981). How to Win Friends and Influence People.
"If some people are so hungry for a feeling of importance that they actually go insane to get it, imagine what miracle you and I can achieve by giving people honest appreciation this side of insanity." (p. 58)
(1968). The Heart of Man: Its Genius for Good and Evil.
"The very need to achieve something creative makes it necessary to leave the closed circle of group solipsism and to be interested in the object it wants to achieve." (p. 94)
(1952). How to Work with Groups.
"Problems arise in groups when the personal touch goes out. When groups become so large that they are mechanical rather than personal the human being and his needs become secondary. Under such circumstances people are likely to feel frustrated, unwanted, and unimportant. They see no way to take hold, to be a real part of the group. They strike out and fight back against a system which does violence to their deep need to be important." (p. 139)
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