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James, M. (1977).  The OK Boss.
"[Good bosses] know that everyone needs strokes. Some people need more strokes of a certain kind than others. Without these particular strokes, they tend to shrivel up in some way. Their work may go sour, their ideas may become less creative, they may be absent more often, and their errors and poor decisions may increase." (p. 78)
Bennis, W. G. (1999).  Old Dogs, New Tricks: On Creativity and Collaboration.
"The lack of candor is one of the biggest tragedies in organizations because we don't speak truth to power. And so people who know the truth don't speak the truth where it would help. In my own study, I discovered that seven out of ten people will not speak up even if they know that what their boss is going to do is going to get him and the company in trouble. They will not be candid. They are not encouraged to speak up—they see dissenters being punished, not rewarded, and so the truth never gets out. There is no incentive for speaking up." (p. 34)
Wright, P. J. (1979).  On a Clear Day You Can See General Motors.
"These were not immoral men who were bringing out this car. These were warm, breathing men with families and children who as private individuals would never have approved this project for a minute if they were told 'You are going to kill and injure people with this car.' But these same men, in a business atmosphere, where everything is reduced to terms of costs, profit goals and production deadlines, were able as a group to approve a product most of them wouldn't have considered approving as individuals." (p. 6)
Lorenz, K. (1966).  On Aggression.
"Aggression elicited by any deviation from a group's characteristic manners and mannerisms forces all its members into a strictly uniform observance of these norms of social behavior. The nonconformist is discriminated against as an 'outsider' and, in primitive groups, for which school classes or small military units serve as good examples, he is mobbed in the most cruel manner." (p. 79)
Bennis, W. G. (1994).  On Becoming a Leader.
"In sum, we have the means within us to free ourselves from the constraints of the past, which lock us into imposed roles and attitudes. By examining and understanding the past, we can move into the future unencumbered by it. We become free to express ourselves, rather than endlessly trying to prove ourselves." (p. 79)
Berry, L. L. (1995).  On Great Service: A Framework for Action.
"Job-relevant learning is a good tonic that helps human beings overcome the repetitiousness, fatigue, 'onstage' pressures, and sense of powerlessness that accompany many service roles. Personal growth is a source of self-esteem for people in jobs that can burn up esteem as though it were jet fuel." (p. 189)
Cohen, D. (2004).  One Who Is Not Busy, The: Connecting with Work in a Deeply Satisfying Way.
As taskdoers, worker bees, we hit one note and play it over and over again. We bury ourselves in activity the way substance abusers bury themselves in drink or drugs; no matter how many things we race to do during the day, there's always something more to be done. When there is a threat of hurt or disappointment due to circumstances beyond our control, there's no time to feel it. The monthly sales figures have to be calculated, the client gifts selected and sent, the copier contract gone over, the boardroom reserved for a partners meeting. The substance abuser's overall feeling is unpleasant enough—frantic, uneasy—but he does manage to avoid the real lows: the grief, the anger, the disillusionment." (p.97)
Rubin, H. (1999).  Only the Pronoid Survive.
"[Helena Cronin's] version of Darwinism shows that altruism and generosity create more rewards than their opposites do. She introduced the CEOs to the flip side of paranoia: "pronoia"—the idea that everyone is not out to get you, but that they are out to love you, or at least to appreciate you, if you reciprocate. According to the new Darwinism, only the pronoid survive—in fact, only the pronoid endure and flourish."
French, W. L., & Bell C. H. (1998).  Organization Development : Behavioral Science Interventions for Organization Improvement.
"Two basic assumptions about individuals in organizations pervade organization development. The first assumption is that most individuals have drives toward personal growth and development if provided an environment that is both supportive and challenging. Most people want to develop their potential. The second assumption is that most people desire to make, and are capable of making, a greater contribution to attaining organization goals than most organizational environments permit." (p. 67)
Cummings, T. G., & Worley C. G. (1997).  Organization Development and Change.
"It is important to emphasize that people who have low growth or social needs are not inferior to those placing a higher value on these factors. They are simply different. It is also necessary to recognize that people can change their needs through personal growth and experience. OD practitioners need to be sensitive to individual differences in work design and careful not to force their own values on others." (p. 357)
Whyte, W. H. (1956).  The Organization Man.
"It is the nature of a new idea to confound current consensus—even the mildly new idea. It might be patently in order, but, unfortunately, the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change." (p. 440)

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