Biblio
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(Submitted). How to put more time in your life.
(Submitted). Herman Melville / David Kirby.
(2013). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management.
274. Abstract
"As Dennis Bakke reminds us in his book Joy at Work, life is not just about performance, effectiveness, and efficiency.1 The very essence of being a sentient human being is the ability to make choices and take actions—to be responsible, in control of at least some aspects of our own life, and engaged in actively creating the world in which we live. To cede those tasks to others, even others who are benign and possibly wiser than us, is to deny the full experience of being fully human and alive." (p. 199)
(2010). Her Place at the Table: A Woman's Guide to Negotiating Five Key Challenges to Leadership Success.
"To our surprise, many of our informants reported having troubled relationships with key leaders. From their perspective, these leaders were difficult and had earned their reputations for psychologically abusive behaviors. To work with them they had to make clear—right from the start—the kind of treatment they expected (and would tolerate)." (p. 79)
(2006). Harry Levinson on the Psychology of Leadership.
"When people in defeat deny their angry feelings, that denial of underlying, seething anger contributes to the sense of burnout.
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)
(2006). How to Succeed in Business Without a Penis: Secrets and Strategies for the Working Woman.
"Dr. Provinc, a professor of neurobiology, psychology, and the anthropology of laughter at the University of Maryland Baltimore County, would most likely agree with me. As he has said already:"
Fashions on laughter change, but one thing that stays the same is you can't laugh at people in power. Laugh at your boss, and you may be the recipient of that practical joke known as the little pink slip.
(2004). Head First Design Patterns.
(2003). How to work for an idiot: survive & thrive– without killing your boss.
"The plan I suggest in this chapter is the old 'false identity' ploy. If you can't beat 'em, join 'em. Or make it appear as if you're joining 'em. Sometimes it's just no use fighting the system. Burn your personal fuel cells on things you have some control over and enjoy. If you're trapped in a culture of idiots with no possibility for improvement in your lifetime, you might as well blend in. Why burn yourself out?" (p. 32)
(2002). The Heart of the Soul: Emotional Awareness.
"Boredom is the failure of the search for external fulfillment and refusal to look at what drove the search. Boredom is deep-rooted resistance to experiencing emotions after all efforts to distract attention from them have been ineffective. The root of boredom is resistance to painful emotions. This is the root of workaholism and perfectionism, also. In some cases the root produces boredom first, and then an escape into workaholism or perfectionism. In other cases, the workaholism or perfectionism comes first, and then boredom." (p. 193)
(2000). Headhunters Confidential.
(1999). Helping Someone with Mental Illness.
"Work fulfills many needs. It creates structure and meaning in our lives, gives us a sense of accomplishment, provides income and security, and also affords us the chance to socialize with friends and colleagues and to feel as if we belong to a community." (p. 102)
(1999). Html Complete.
(1999). How To Work With Just About Anyone.
(1998). The Human Equation: Building Profits by Putting People First.
Pfeffer reviews studies that "make a business case for managing people right". Among the factors that cause trouble for companies trying to implement such change, are: "Demands for accountability and reproducibility in results and decisions that destroy the benefits of expertise, which is inevitably dependent on tacit knowledge." (p. 132)
(1997). A higher standard of leadership: lessons from the life of Gandhi.
"As a leader...you bear a great responsibility. If you set the direction, analysis and support will appear throughout the organization even if you are wrong. Those who are not in positions of power will find it difficult to disagree—to be truthful—because they fear for their careers and their futures." (p. 113)
(1997). How to Be Safe in an Unsafe World : A Guide to Inner Peace and Outer Security.
"If your intention is to creatively resolve everyday clashes that occur at home, on the street, or in the workplace, a willingness to understand the other side is essential. Remember, your goal in many situations is not to win arguments, not to prove your point; your goal is to be and feel safe." (p. 78)
(1996). The Heart Aroused : Poetry and the Preservation of the Soul in Corporate America.
"Corporations, for their part, have been engaged in a willful battle against the very grain of existence. Like the good Dutch boy with his finger in the dike, they have spent enormous amounts of energy putting in place systems that attempt to hold back the shifting, oceanic qualities of existence. The complexity of the world could be accounted for, they fervently hoped, by a simple increase in the thickness of the company manual." (p. 10)
(1995). Hard Landing.
(1995). How to Solve Mathematical Problems.
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