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Blanchard, K., & Bowles S. (1993).  Raving Fans: A Revolutionary Approach To Customer Service.
"A customer's vision has meaning only in the context of your own vision." (p. 52)
Harper, J. (2011).  A Reason (and Season) to Stop Shunning.
"One of the least discussed aspects of bullying and mobbing, and perhaps the most powerful and damaging, is the practice of shunning."
Conley, C. (2001).  The Rebel Rules: Daring to be Yourself in Business.
"Most people never make this connection [that their creative abilities are an asset]. They jump on society's bandwagon, averting the risk of repeating some painful childhood memory. They continue to fear and avoid dangers that, while once all too real, have no relevance in their lives today. Sometimes we even try to hide our youthful talents and gifts for fear they're not acceptable. The net result is a disconnected life—one that is too familiar to many of us." (p. 29)
Hammer, M., & Champy J. (1994).  Reengineering the Corporation: A Manifesto for Business Revolution.
"We found that many tasks that employees performed had nothing at all to do with meeting customer needs—that is, creating a product high in quality, supplying that product at a fair price, and providing excellent service. Many tasks were done simply to satisfy the internal demands of the company's own organization." (p. 4)
Westhues, K., & Baldwin J. A. (2006).  The remedy and prevention of mobbing in higher education : two case studies.
"Far from being a slang expression, mobbing is the scientific term Leymann drew from the ethological studies of Nobel Laureate Konrad Lorenz (1967)1, to describe fanatic ganging up of managers and/or co-workers against a targeted worker, subjection of the target to a barrage of hostile communications, humiliations, threats, and tricks, toward the end of driving the target out of his or her job." (p. 2)
Brock, F. (2004).  Retire on Less Than You Think: The New York Times Guide to Planning Your Financial Future.
"What I am opposed to is continuing to work when what you really want to do is retire or perhaps change course. This is especially true if you are burned out or in a dead-end job, as many people in their middle to late fifties find themselves." (p. 33)
Pink, D. H. (2005).  Revenge of the Right Brain.
"Any job that can be reduced to a set of rules is at risk. If a $500-a-month accountant in India doesn't swipe your accounting job, TurboTax will. Now that computers can emulate left-hemisphere skills, we'll have to rely ever more on our right hemispheres."
Trompenaars, A., & Hampden-Turner C. (1998).  Riding the waves of culture : understanding cultural diversity in global business.
"In the original American concept of internal and external sources of control, the implication is that the outer-directed person is offering an excuse for failure rather than a new wisdom. In other nations it is not seen as personal weakness to acknowledge the strength of external forces or the arbitrariness of events." (p. 149)
Levy, R. M., Dorsen N., & Rubenstein L. S. (1996).  The Rights of People with Mental Disabilities: The authoritative ACLU guide to the rights of people with mental illness and mental retardation.
"A reasonable accommodation is an alteration in the work environment that will enable the employee to perform the essential functions of the job. The accommodation must be practicable and reasonable in terms of cost to the employer and ease of accomplishment; in the words of the ADA, it cannot be an 'undue hardship' to the employer. The accommodation can be physical, such as a ramp up a few steps or and amplification device on the telephone. For people with mental disabilities, the core of reasonable accommodation is an adjustment to the work environment that will enable the person to perform at a productive level. These can include such changes as:
  • Flexible scheduling
  • Reassignment to a different job
  • Changes in the physical location of work
  • Alterations in supervision
  • Unpaid leave for therapy
  • Sensitizing coworkers
There are many other kinds of accommodations that can be developed jointly by the employer and the employee and tailored to fit individual circumstances. Indeed, the ADA requires that reasonable accommodation be developed together in an 'informal, interactive process.' The employer can neither impose an accommodation ('Go to therapy or be fired') or demand that the employee devise one." (p. 159)
Cain, S. (2012).  The Rise of the New Groupthink.
"Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption."

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