Biblio
Printer-friendly version
] Filters: First Letter Of Title is P [Clear All Filters]
(2007). The Power of Experience : Great Writers Over 50 on the Quest for a Lifetime of Meaning.
"Crossing into second adulthood pushes us beyond the preoccupation with self. We are compelled to reexamine the made-to-order persona that gained us points and protection in our earlier, striving years. As we become more certain of the values we stand for—as we hunger to find more significance in the actions we take in the world—we may permit a 'little death' of that 'false self'. If so, we make room for the birth of a new self, one with the 'roundedness' of personality that Jung describes as possible only in the afternoon of life.
That is the power of experience." (p. xvii)
(1984). The Precious Present.
(2009). The Political Mind: A Cognitive Scientist's Guide to Your Brain and Its Politics.
"Our democracy is presently being threatened by the politics of obedience to authority, the very thing that democracy was invented to counteract....Democracy is too important to leave the shaping of the brains of Americans to authoritarians." (p. 120)
(2010). The Power Trip.
"This [study result] suggests that even fleeting feelings of power can dramatically change the way people respond to information. Instead of analyzing the strength of the argument, those with authority focus on whether or not the argument confirms what they already believe. If it doesn't, then the facts are conveniently ignored."
(1976). Psychological Man.
"In displacement or substitution, we vent our feelings on a convenient but inappropriate target. This is the attack which follows projection. Scapegoating is just one variation of this mechanism. Managers frequently unload their disappointment in themselves onto their subordinates." (p. 36)
(1998). Pushing the Envelope: All the Way to the Top.
"Today, the numbers the phone company cares about are not on the clock but in the sales quotas. Salespeople can spend their working lives any way they care to, just so long as they hit their sales marks." (p. 295)
(2014). Pouring Salt on the Wound: Psychologists Identify the Effects of 'Institutional Betrayal'.
Huffington Post. Abstract
"Institutional betrayal can involve acts of both omission and commission. Retaliation is the most obvious act of commission. A person complains and suddenly the organization turns hostile."
(2001). Power talk: using language to build authority and influence.
"Surprisingly, authority can also he established by humor. The speaker who can make light of a topic demonstrates comfort in the circumstances and familiarity with the issues. The humor of the stand-up comic or the joke-of-the-week belong on late-night TV. But researchers like Robert R. Provine, professor of neurobiology and psychology at the University of Maryland, Baltimore County, who study laughter and humor in common conversation, see laughter as 'social glue,' rather than a response to something inherently funny. Laughter binds speaker and listener. Most of the time, no one is telling jokes. But within the course of a conversation, tension is reduced and connections are made with humor. This is why when the boss laughs, everybody laughs."
(1967). The Professional Manager.
"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14)
(1996). Psychology Applied to Work: An Introduction to Industrial and Organizational Psychology.
"In the evolution of work design, employees are becoming increasingly more controlled by situational factors as opposed to exerting control over their work environments. As the research on mental health and stress revealed, the reductions in self-regulation (feeling 'out of control') impairs psychological well-being (Murphy, Hurrell, and Quick, 1992)." (p. 324)
(2000). Patient number one: a true story of how one CEO took on cancer and big business in the fight of his life.
328. Abstract
"There is always an uneasy truce between scientists and salesmen. Scientists want their product to be absolutely perfect before allowing it to be sold; salesmen want to get it out the door where it can start generating income as soon as possible. On occasion the truce is broken, usually over budgetary and resource issues." (p. 78)
(2008). The Positive Power Of Negative Thinking.
252. Abstract
"I should make clear from the outset that I don't think defensive pessimism is the ultimate solution to the world's problems, or even to I problems of any particular couple or individual. Defensive pessimists are neither saints nor paragons, and defensive pessimism has both costs and benefits. People are different, and what works well for some people may not work well for others—that's the point. (And what works well in some situations may not work well in all situations.) The costs and benefits of any strategy depend on who is using the strategy and what the circumstances are."
(2004). Prisoners of Our Thoughts: Viktor Frankl's Principles at Work.
224. Abstract
"In some ways, our technological advances have redesigned work to better accommodate human factors. What we need now is a way to elevate the human spirit at work." (p. 6)
(C)2014 CC-BY-NC 3.0, workcreatively.org