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Stout, M. (2007).  The paranoia switch.
One instructive example is the Office of Financial Management at the University of Washington, which reports that those who are willing to admit mistakes belong to a category of leaders who have a genuine 'work process focus,' a quality that involves recognizing and supporting the team, and an interest in how the job gets done. In contrast, those who lead by using our fears focus solely on achieving and maintaining personal influence—regardless of how this is accomplished—and characteristically such leaders are unwilling to acknowledge their mistakes." (p. 182)
Murdock, R., & Fisher D. (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)
Hanson, D. S. (1996).  A Place to Shine: Emerging from the Shadows at Work.
"After thirty years of practicing the art of leadership and listening to the students in my classes talk about their work, I have concluded that in order to shine in our work, we must be given the opportunity to love as well as to work. And both in the same place. We need to feel that we have the freedom to create, to develop our special gifts in ways that are unique to our calling. But we must also be given the opportunity to connect our gifts with others, to feel that our gifts, and thus our very selves, are confirmed by others who care about us."
Bruner, J. S., Jolly A., & Sylva K. (1976).  Play : Its Role in Development and Evolution.
"There is a well-known rule in the psychology of learning, the Yerkes-Dodson law, that states that the more complex a skill to be learned, the lower the optimum motivational level required for fastest learning." (p. 15)
Vonnegut, K. (1952).  Player Piano.
"Strange business", said Lasher. "This crusading spirit of the managers and engineers, the idea of designing and manufacturing and distributing being sort of a holy war: all that folklore was cooked up by public relations and advertising men hired by managers and engineers to make big business popular in the old days, which it certainly wasn't in the beginning. Now the engineers and managers believe with all their hearts the glorious things their forebears hired people to say about them. Yesterday's snow job becomes today's sermon." (p. 93)
Lakoff, G. (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)
Westhues, K. (2005).  The Pope Versus the Professor: Benedict XVI And the Legitimation of Mobbing.
"Those who have sought a person's removal from respectable company often interpret anything that person does afterward, even survival, as an attempt at revenge. To those who have tried to silence a person, even friendly words in that person's voice come across as spite." (p. 34)
Norem, J. (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."
Mattiuzzi, P. G. (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."
Weiner, D. L. (2002).  Power freaks: dealing with them in the workplace or anyplace.
"The primitive brain mechanism drives us into creating hierarchies, an essential for primitive tribal organization and survival. It confers on some of us today an innate need to dominate others in situations where we might also understand rationally that cooperation would make better sense than domination." (p. 44)
Janes, J., & Sheehy G. (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)

Striker, J. M., & Shapiro A. O. (1979).  Power plays: How to deal like a lawyer in person-to-person confrontations and get your rights.
"Remember, an employer who won't give you your rights when you ask for them must be convinced that it is in his interest to give you your rights." (p. 105)

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