Biblio
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(1995). The theory and practice of group psychotherapy.
"In their classic research on three different styles of leadership, White and Lippit noted that a group is more likely to develop disruptive in-group and out-group factions under an authoritarian, restrictive style of leadership. Group members, unable to express their anger and frustration directly to the leader, release these feelings obliquely by binding together and mobbing or scapegoating one or more of the other members." (p. 330)
(1954). Tragic Sense of Life.
"To have recourse to those ambiguous words, 'optimism' and 'pessimism', does not assist us in any way, for frequently they express the very contrary of what those who use them mean to express. To ticket a doctrine with the label of pessimism is not to impugn its validity, and the so-called optimists are not the most efficient in action. I believe, on the contrary, that many of the greatest heroes, perhaps the greatest of all, have been men of despair and that by despair they have accomplished their mighty works." (p. 130)
(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."
(1992). Two Lives.
(1996). Total Quality Management.
(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)
(1999). Tcl/Tk in A Nutshell.
(1993). Technopoly: The Surrender of Culture to Technology.
"In the work of Frederick Taylor we have, I believe, the first clear statement that society is best served when human beings are placed at the disposal of their techniques and technology, that human beings are, in a sense, worth less than their machinery." (p. 52)
(1994). To Engineer is Human: The role of failure in successful design.
"There is a familiar image of the writer starting at a blank sheet of paper in his typewriter beside a wastebasket overflowing with crumpled false starts at his story. This image is true figuratively if not literally, and it represents the frustrations of the creative process in engineering as well as in art." (p. 75)
(1987). Thriving on Chaos: handbook for a management revolution.
"Today, there is an especially virulent form of corruption induced by overly rigid systems. This new corruption, in service to the 'system's imperative,' is non-responsiveness to constituent needs." (p. 606)
(1987). Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
(1981). Theory Z: How American Business Can Meet the Japanese Challenge.
"A Japanese company committed to lifetime employment will go to great lengths to build loyalty among its employees by ensuring fair and humane treatment. In the United States, by comparison, an alienated, disgruntled employee can be laid off during the next downsizing in the business cycle and thus represents only a short-term burden to the employer. The problem is purely one of incentives. People committed to long-term relationships with one another have strong commitments to behave responsibly and equitably towards one another." (p. 34)
(1992). Troubleshooting TCP/IP.
(1986). TRENDS IN SPEECH RECOGNITION.
(1950). Theory of Sets.
(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)
(1988). Take This Job and Love It: How to Change Your Work Without Changing Your Job.
"Burnout is of epidemic proportions because of a delay in companies' responding to the new needs of their workforce, or mismatch between what people want from their job and what the job offers them. Burnout signals not that people are working too hard but that they are not used enough. It recedes when the individual worker is empowered to make the workplace different and when the company makes a commitment to serve its employees." (p. 39)
(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)
(2000). Taming Java Threads.
(1986). The Tao of leadership: Lao Tzu's Tao te ching adapted for a new age.
"If you measure success in terms of praise and criticism, your anxiety will be endless." (p. 25)
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