Biblio
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(1997). Thinking in the Future Tense.
"Psychologist Sheldon Kopp warned clients to plow the fields of their past if they wanted to be able to plant their own crops. Business consultant Peter Senge agreed: 'Structures of which we are unaware hold us prisoner. Once we can see them and name them they no longer have the same hold on us. This is as true for the organization as it is for the individual.'" (p. 41)
(1998). Thinking in Java.
(1999). Tcl/Tk in A Nutshell.
(1999). Trust and Betrayal in the Workplace.
"Transformative trust occurs when the amount of trust within a team or organization reaches a critical point and increases exponentially, becoming self-generating and synergistic. Four core characteristics are usually present: conviction, courage, compassion, and community." (p. 155)
(2000). Taming Java Threads.
(2001). The Tragedy in the Workplace: The Longest Running Show in the Country.
"Because of the current ego-driven management, many people in the workplace feel as though they are in prison, with little freedom of expression or ability to perform and contribute at their highest level. Learning to face the ego and learning to become an enlightened leader are meaningful and necessary goals. As business leaders begin to personally transform, they will free the employees to work creatively and productively within an environment that fosters their true potential." (p. xxii)
(2001). The Transitional Approach to Change.
"It might be argued that once a system has moved into a situation that is basically regressive, it does not take long for a vicious spiral to commence that rapidly reduces the effectiveness of the system by diminishing the contribution of individuals in the system and generates suspicion and hostile, destructive forces. Such a view must be qualified, however. The structure and viability of many systems is based on regression—that is, on the dependency of the people within them. Such systems can be called 'totalitarian'. They all institutionalize, or have people unconsciously internalize, a system of values, norms, and rules that have to be followed precisely. Their functioning can be compared to that of closed systems, such as bureaucracies, sects, and some organizations with a high degree of imposed common ideology and culture. If such a system is to be efficient, it is important to realize that the price to pay is the relinquishing of individual autonomy, responsibility, and creativity and the oppression of subcultures (Amado, 1988)." (p. 109)
(2002). The Tipping Point: How Little Things Can Make a Big Difference.
"The mistake we make in thinking of character as something unified and all-encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people's behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a 'dispositional' explanation for events, as opposed to a contextual explanation."
(2003). Thoughts without a Thinker : Psychotherapy from a Buddhist Perspective.
"The purpose of life is to be happy....
On its own no amount of technological development can lead to lasting happiness. What is almost always missing is a corresponding inner development." (p. ix, forward by the Dalai Lama)
On its own no amount of technological development can lead to lasting happiness. What is almost always missing is a corresponding inner development." (p. ix, forward by the Dalai Lama)
(2005). Trump: The Art of the Deal.
Ballantine Books.
"Most people are surprised by the way I work. I play it very loose. I don't carry a briefcase. I try not to schedule too many meetings. I leave my door open. You can't be imaginative or entrepreneurial if you've got too much structure. I prefer to come to work each day and just see what develops."
(2007). True north: discover your authentic leadership.
"When you do not feel in a safe place, you cover your core self to protect it from exposure and harm, and you develop a false self." (p. 77)
(2008). Toy Box Leadership: Leadership Lessons from the Toys You Loved as a Child.
"Big business often treats people as disposable, when we should look at how to repurpose our people to better fit the future needs of the company and the employee." (p. 12)
(2013). Towards a definition of 'conspiracy theory'.
Special issue: The psychology of conspiracy theories.
- Conspiracy theories are unverified claims.
- Conspiracy theories are less plausible alternatives to the mainstream explanation.
- Conspiracy theories are sensationalistic.
- Conspiracy theories assume that everything is intended.
- Conspiracy theories assume unusually malign intent.
- Conspiracy theories have low standards of evidence.
- Conspiracy theories are epistemically self-insulating.
(2013). Total Leadership: Be a Better Leader, Have a Richer Life.
284. Abstract
"If you approach your dialogues with a spirit of inquiry—if you want to learn, not argue—you will likely open up new pathways." (p. 109)
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