Biblio
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(1996). Surviving Your Boss: How to Cope With Office Politics and Get on With Your Job.
"In any situation of change, conflict, or misunderstanding there is anger. Anger frequently masks fear. Fear in situations of conflict and change is very predictable. And with anger there is usually blame, for oneself and for others. Anger is one of the most destructive forces in the workplace today. It is ultimately a fatal emotion. Studies show that about 20 percent of us have hostility levels high enough to be dangerous—to our own health and to those around us. Hostility level is associated with increased smoking, drinking, eating, and weight gain. Hostility has long been a well-established contributor to coronary risk and heart disease, as well as myriad other illnesses.
It's likely you have experienced the relationship between anger, depression, resentment, and low self-esteem. You know about the aches and pains that come from tension. The fatigue and lack of joy that ensue as days are increasingly filled with the burden of frustration and suppressed rage." (p. 96)
It's likely you have experienced the relationship between anger, depression, resentment, and low self-esteem. You know about the aches and pains that come from tension. The fatigue and lack of joy that ensue as days are increasingly filled with the burden of frustration and suppressed rage." (p. 96)
(1997). The Seven Fatal Management Sins: Understanding and Avoiding Managerial Malpractice.
"Every employee should be part of the corporate family. While that may be the case in some organizations, in other organizations employees are numbers—objects to be utilized and manipulated. Motorola stresses that the organization is a 'family' with human and democratic values, where no one can be fired without approval from the top." (p. 165)
(1997). Slaves of the Machine: The Quickening of Computer Technology (Bradford Book).
"Most of today's programmers are like lawyers who are concerned only with the law, not justice. Their letter-of-the-law, obey-or-you-will-be-punished tradition has the same problems in computing as it does in law." (P. 80)
(1997). Slowing down to the speed of life : how to create a more peaceful, simpler life from the inside out.
"See forgiveness as a process, and know that it will get easier and easier each time the memory comes to mind. If you see the value of forgiveness and are willing to forgive, each time the memory comes to mind while you are in a state of healthy psychological functioning, the experience will be a little less painful." (p. 135)
(1998). Secrets of the Wild Goose: The Self-Management Way to Increase Your Personal Power and Inspire Productive Teamwork.
"'Constructive criticism'? It's an oxymoron. Criticism, by definition, is destructive." (p. 142)
(1998). Something More : Excavating your Authentic Self.
"'Disillusion only comes to the illusioned,' Dorothy Thompson reminds us in The Courage to be Happy, written in 1957. 'One cannot be disillusioned of what one never put faith in,' especially ourselves." (p. 159)
(1999). Set For Life.
(1999). A Safe Place for Dangerous Truths: Using Dialogue to Overcome Fear & Distrust at Work.
"In a strict hierarchy, when someone in power has the reputation for retribution, it would be irresponsible to encourage the discussion of dangerous truths. One time I believed a manager's self-description as 'open-minded and empowering.' Introducing dialogue into her group was a mistake. She was not open-minded and had a reputation for shooting the messenger. The result was agony—two hours of people squirming in their seats, eyes darting longingly toward the door, and no one daring to tell the truth." (p. 194)
(1999). Since Strangling Isn't an Option... : Dealing with Difficult People–Common Problems and Uncommon Solutions.
"It isn't always easy to have compassion for people who are in positions of power over us. We tend to think of them as having achieved something, or as having been given something we have not. Instead of thinking of your boss as a boss, think of her as a person. It's easier, and more productive, for two human beings to talk than it is for a boss and a subordinate to deliberate." (p. 39)
(2000). Samba Unleashed.
(2000). Special Edition: Using Samba.
(2000). Sorting Things Out: Classification and Its Consequences.
"Information technology operates through a series of displacements, from action to representation, from the politics of conflict to the invisible politics of forms and bureaucracy. Decades ago, Max Weber wrote of the iron cage of bureaucracy. Modern humans, he posited, are constrained at every juncture from true freedom of action by a set of rules of our own making. Some of these rules are formal, most are not. Information infrastructure adds another level of depth to the iron cage. In its layers, and in its complex interdependencies, it is a gossamer web with iron at its core." (p. 320)
(2000). Stalking the Soul.
"Abuse of power has always existed but today it is often disguised. Executives talk about autonomy and initiative but still demand submissiveness and obedience. Employees march to their company's drummer because they are haunted by management's bottom line, the threat of unemployment, and the constant reminder of their responsibility and therefore possible blame." (p. 68)
(2002). Struts Kick Start.
(2002). The Secret of Letting Go.
"A man who doesn't know his true identity does not know that he really doesn't know. The fact that he is confused, frightened and still searching for himself remains almost totally unsuspected by him, because he has unknowingly assumed a false identity.
This temporary, false self feels real because it is animated and driven along by the man's reactions as he seeks himself. The fact that this lower nature is driven does not mean it is alive. A bulldozer rolls along too, but it cannot see or understand why it smashes into things. It is a machine. So, in many ways, is the false self." (p. 34)
(2002). Seeds of Innovation : Cultivating the Synergy That Fosters New Ideas.
"Without curiosity, a person has great difficulty discovering new ideas. Being curious involves (a) having an open mind, (b) gaining a broader perspective. and (c) asking probing questions." (p. 29)
(2003). Sick Caesars - Madness and Malady in Imperial Rome.
"Sick Ceasars is an account, sometimes funny, sometimes tragic, of men transformed, and more often deranged, by absolute power." —from the cover jacket
(2003). The Social Psychology of Stigma.
"How do people come to accept their own unjust treatment of the stigmatized? Ideological commitments lead them to self-justification. A justification ideology exempts stigmatized individuals from full moral inclusion, and as a result, the stigma in conjunction with the ideology can lead to rough treatment." (p. 128)
(2003). Somebodies and Nobodies: Overcoming the Abuse of Rank.
"Institutional rank abuse skews the judgment of management and employees away from organizational goals toward self-aggrandizement in the first case, self-preservation in the latter." (p. 30)
(2003). The Soul of Capitalism: Opening Paths to a Moral Economy.
"Employers are willing to pay a higher cost for temp laborers because they are disposable. 'We call it pimping people out,' says Suzie Qusenberry, 'because that's really what it is. I'm going to pimp you out for $8 an hour and all you're going to get is $5.35.' They take the money and you do the work. Isn't that just like pimping?'"
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