Biblio
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(1981). Models for Management : The Structure of Competence.
"Chain of command looks good on paper, but in practice it falls far short as an effective system for arousing cooperation when basic economic conditions have resulted in men being released from industrial servitude." (p. 122)
(2005). Monsters, Gods, and Heroes: The Epic in Literature.
"So it's a strife here, in a way, between position—between the CEO and the top salesman; between the principal and the best teacher; between Miller Huggins, the manager, and Babe Ruth, the best baseball player who ever lived; between the person who can really do it, and the person who is in charge. Those are incommensurable excellences, and then and now they often come into conflict. So here—that is the rage within the rage, the conflict within the conflict, that Homer is interested in chronicling."1
(1998). The Mentor's Spirit : Life Lessons on Leadership and the Art of Encouragement.
"There is a clear link between mentoring and the unleashing of leadership power. New managers frequently experience self-doubts when needing to control their work team's outcomes. Yet early in a career nothing is more natural than wanting control over results. Mentors can help proteges notice their cultural programming: Have they learned to be excessively docile? Are they able to say no or do they get pushed around? Or are they bullies? The young, unaware that creativity needs autonomy in the sphere of expertise, may thwart their finest impulses. The desire to retain creative control over work is often a sign that one is tending toward self-actualization. Shaping outcomes, carving out privacy, or protecting independence are elementary aims of inventive sorts." (p. 122)
(1989). Management.
"Rosabeth Kanter has argued that power can easily become institutionalized. Those whom others believe to possess power seem to find it easier to influence other people around them—and thus to garner even more genuine power. By the same token, 'powerlessness' is a difficult condition to overcome." (p. 306)
(1995). Moral Imagination.
"It is this imagination of what it is like to be humiliated, oppressed, or treated cruelly that can provide the bridge between us and our moral enemies. While we know when we are being treated cruelly or have been humiliated, it is not always so easy to recognize our cruelty to others, nor how such cruelty has affected their lives." (p. 257)
(1999). The Magic of Dialogue: Transforming Conflict into Cooperation.
"In traditional hierarchical arrangements, those at the top of the pecking order can afford to be casual about how well they understand those at lower levels. But when people are more equal, they are obliged to make a greater effort to understand each other. If no one is the undisputed boss anymore, and if all insist on having their views respected, it follows that people must understand each other." (p. 18)
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