Biblio
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(2001). What Do You Want to Do When You Grow Up?: Starting the Next Chapter of Your Life.
"Job burnout, write Maslach and Goldberg, with its feelings of frustration, ineffectiveness, or failure, is 'a particularly tragic endpoint for professionals who entered the job with positive expectations [and] enthusiasm.'" (p. 56)
(1990). A whack on the side of the head: how you can be more creative.
"If you think you're creative, then you'll put yourself in situations where you can use your creativity, where you can take a few risks and try some new approaches, and where you come up with new ideas." (p. 166)
(1995). Wellness 9 to 5: Managing Stress at Work.
"My encounter with job stress is part of an epidemic. In the United States, over 75 percent of all visits to primary care physicians are to treat stress-related complaints, and the vast majority of these complaints are job-related (Wallace, 1992). Work site stress can kill the very spirit of who we are as individuals. Our dreams, aspirations, creative goals, and hopes to 'make a difference' wither and die if the stress of daily work obscures our capabilities." (p. 5)
(1996). WebMaster in a Nutshell.
(2001). Weaving complexity and business: engaging the soul at work.
356. Abstract
"How then do we begin to generate caring and connected relationships at work? We begin with awareness. We begin by being aware of the world of relationships and by paying as much attention to these micro dynamics in organizations—how they influence social processes and psychological health of individuals—as we currently do to macro issues, such as economic performance and strategies." (p. 305)
(2004). We Got Fired!: . . . And It's the Best Thing That Ever Happened to Us.
"If I have one piece of advice to young people, it's to break rules. Let's first assume you are delivering way more than what is expected of you. You have to do much more than the expected to compete today, because there are plenty of people out there happy to do the minimum. If you are already overdelivering, and breaking a rule will help you deliver more, then go ahead. Ask yourself a question: Will breaking a rule really help everyone out, not just myself? Is the answer yes? Then go ahead and break the rule. I'm not talking about doing anything criminal or unethical. I mean not following some stupid policy or convention. You'll have more fun and everyone will learn more. Most of all, you'll deliver more." (p. 264)
(1994). The Warren Buffett Way: Investment Strategies of the World's Greatest Investor.
The Institutional Imperative
"...an unseen force he calls 'the institutional imperative'—the lemminglike tendency of corporate management to imitate the behavior of other managers, no matter how silly or irrational it may be. It was, Buffett confesses, the most surprising discovery of his business career. At school he was taught that experienced managers of companies were honest, intelligent, and automatically made rational business decisions. Once out in the business world, he learned instead that 'rationality frequently wilts when the institutional imperative comes into play.' " (p. 84)
"...an unseen force he calls 'the institutional imperative'—the lemminglike tendency of corporate management to imitate the behavior of other managers, no matter how silly or irrational it may be. It was, Buffett confesses, the most surprising discovery of his business career. At school he was taught that experienced managers of companies were honest, intelligent, and automatically made rational business decisions. Once out in the business world, he learned instead that 'rationality frequently wilts when the institutional imperative comes into play.' " (p. 84)
Compare with "group narcissism" (Fromm) or "institutional narcissism" (Duncan). Also Howard Schwartz, et. al.
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