Biblio
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(1984). LISP.
(1994). Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
(1967). Lisp 1.5 Primer.
(2000). Linux System Commands.
(1998). LINUX Network Toolkit.
(1992). Learned Optimism.
"It's a disturbing idea, that depressed people see reality correctly while nondepressed people distort reality in a self-serving way. As a therapist I was trained to believe that it was my job to help depressed patients both to feel happier and to see the world more clearly. I was supposed to be the agent of happiness and of truth. But maybe truth and happiness antagonize each other. Perhaps what we have considered good therapy for a depressed patient merely nurtures benign illusions, making the patient think his world is better than it actually is." (p. 108)
(2001). Learning Perl, Third Edition.
(1996). The Loyalty Effect : The Hidden Force Behind Growth, Profits, & Lasting Value.
"Loyalty is indeed a two-way street, and companies that dump people when earnings are down (much less when earnings are up) are sowing the seeds of their own failure. Every company falls on hard times now and then, and it's the loyal dedication of key employees that pulls most of them through. By showing people that the company won't stick by them in adversity, a firm can almost guarantee that the next time it's in trouble, its most talented employees will jump ship just when they're needed most." (p. 96)
(1990). LOGICAL STRUCTURE ENGLISH PB.
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
(1993). Leadership jazz.
"Vulnerability is the opposite of self-expression. Vulnerable leaders trust in the abilities of other people; vulnerable leaders allow the people who follow them to do their best. An invulnerable leader can be only as good as her own performance—what a terrifying thought! One caveat: Remember that there is no such thing as safe vulnerability." (p. 220)
(1993). The Last Days of Socrates: Euthyphro/The Apology/Crito/Phaedo.
"Present circumstances are quite enough to show that the capacity of ordinary people for doing harm is not confined to petty annoyances, but has hardly any limits once you get a bad name with them." (p. 78)
(1996). Leader as coach: strategies for coaching and developing others.
"Unlike soft clay that can be pressed into infinite shapes, people evolve from a stable core. They can change in degree and bend in new directions, but they are unlikely to change in dramatic ways, at least not quickly. Respect their judgement about their own limits. Carefully evaluate how much change and what kind of change is fair to expect, especially if you are aware of changes or problems in other parts of their life or if they begin to appear distressed and confused." (p. 48)
(1987). Logic Tools for Programming.
(2004). LinuxTroubleshooting Bible.
(1989). Learning Automata: An Introduction.
(2000). Life Strategies : Doing What Works, Doing What Matters.
"Remember, I said earlier the number-one need in all people is acceptance. The number-one fear in all people is rejection." (p. 100)
(1999). Learning Debian GNU/Linux.
(1981). Language and Linguistics.
(1996). Learn to Earn: A Beginner's Guide to the Basics of Investing and Business.
"Chewing gum and candy companies, such as Wrigley's, can thrive on recessions, because as Mr. Wrigley himself once said: 'The sadder they are, the more the people chew.'" (p. 84)
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