Biblio
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(1994). The origins of totalitarianism.
"Those who aspire to total domination must liquidate all spontaneity, such as the mere existence of individuality will always engender, and track it down in its most private forms, regardless of how unpolitical and harmless these may seem." (p. 456)
(1997). Arnold Economics.
Interview with Gordon Tullock:
"I am a very fortunate man to be paid a high salary to pursue my hobby." (p. 560)
"I am a very fortunate man to be paid a high salary to pursue my hobby." (p. 560)
(1994). The Jobless Future: Sci-Tech and the Dogma of Work.
"In the past twenty-five years, computer-mediated work, despite its potential for reintegrating design and execution, has been employed, typically but not exclusively, in a manner that reproduces the hierarchies of managerial authority. The division between intellectual and manual labor and the degradation of manual labor that was characteristic of the industrializing era have been simultaneously shifted to the division between the operators and the professional-managerial employees, but also the division between the "lower" operating and "higher" expert orders broadly reproduces within intellectual labor itself the old gulf separating manual and intellectual labor in the mechanical era. Hierarchy is frequently maintained despite the integrative possibilities of the technology. Under this regime of production, the computer provides the basis for greatly extending the system of discipline and control inherited from nineteenth-century capitalism. Many corporations have used it to extend their Panopticonic world-view; that is, they have deployed the computer as a means of employee surveillance that far exceeds the most imperious dreams of the Panopticon's inventor, Jeremy Bentham, or any nineteenth- or early twentieth-century capitalist." (p. 89)
(1994). Applied Fuzzy Systems.
(1999). The Gift of Wounding: Finding Hope and Heart in Challenging Circumstances.
"Balance is the key to truth rather than one rigid position or judgement. Balance can be experienced only after examining many different sides of an issue, and measuring their worth and integrity. We begin that process by recognizing from the outset that there are other sides and perceptions and that we want to learn from these, as well as from our own knowledge and experience." (p. 48)
(2006). Profiles in Audacity: Great Decisions and How They Were Made.
"[Bill] Gate's role in the creation of modern civilization was made possible in part through genetic predisposition, through being in the right place at the right time, and through certain deliberate decisions he made." (p. 124)
(2005). Joy at work: a revolutionary approach to fun on the job.
"As Rob Lebow and Randy Spitzer wrote in Accountability: Freedom and Responsibility Without Control, 'Too often, appraisal destroys human spirit and, in the span of a 30-minute meeting, can transform a vibrant, highly committed employee into a demoralized, indifferent wallflower who reads the want ads on the weekend....They don't work because most performance appraisal systems are a form of judgement and control.'" (p. 110)
(2003). Developing More Curious Minds.
"[Colleen Rowley replied to the Senate Judiciary Committee], 'I go back to the "don't rock the boat, don't ask a question" problem.' Any question, she said, might be perceived as a 'complaint', or 'as a challenge to somebody higher up and they get mad or whatever' (Excerpts...,2002)." ...
"People who ask 'hard questions' too often have been fired because of their challenges to accustomed ways of thinking and doing business." (p. 6)
"People who ask 'hard questions' too often have been fired because of their challenges to accustomed ways of thinking and doing business." (p. 6)
(2002). Red Hat Linux 7.3 Secrets.
(1980). Intervention and Revolution.
(2000). Claw Your Way to the Top: How to Become the Head of a Major Corporation in Roughly a Week.
"So the trick, with subordinates, is to keep them happy, productive, hopeful, and—above all—subordinate." (p. 36)
(1995). Fundamentals of Algorithmics.
(1992). Abuse in the Workplace: Management Remedies and Bottom Line Impact.
"Certain conditions are necessary for creativity to flourish, one of which is the time to play with ideas while in an open mode of thinking: relaxed, expansive, less purposeful, more contemplative (Cleese 1991). Organizationally, this translates into administrative slack. Peter Drucker relates a company's ability to innovate to the amount of administrative slack it provides in its daily operations ('Creativity in Danger' 1991)." (p. 149)
(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)
(1992). Ethical Theory and Business.
"Those who question the legitimacy of the modern corporation altogether because of the evils of excessive corporate power usually believe that the corporation should have no right to decide how things are going to be for its constituents. While we believe that each person has the right to be treated not as a means to some corporate end but as an end in itself, we would not go so far as to say the corporation has no rights whatsoever. Our more moderate stance is that if the modern corporation requires treating others as a means to an end, then these others must agree on, and hence participate (or choose not to participate) in, the decisions to be used as such." (p. 78)
(1998). The Gift of Fear : Survival Signals That Protect Us From Violence.
"The loss of a job can be as traumatic as the loss of a loved one, but few fired employees receive a lot of condolence or support." (p. 177)
(1992). Integrity in Depth.
Carolyn and Ernest Fay Series in Analytical Psychology.
"The acceptance by the self of its own failures to achieve its ideals is the only way that it can earn the empathy required for a human attitude toward the shadow. When the shadow appears to act out what has been morally repressed, it is as if another self emerges, out of relation to the ideals in which we normally center our identity. That self does things we know are wrong and yet for which we must assume responsibility, creating the anxiety we know as guilt." (p. 65)
(2003). Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
(1998). Organizing Genius: The Secrets of Creative Collaboration.
"There is a lesson here that could transform our anguished workplaces overnight. People ache to do good work. Given a task they believe in and a chance to do it well, they will work tirelessly for no more reward than the one they give themselves." (p. 215)
(1999). Old Dogs, New Tricks: On Creativity and Collaboration.
"The lack of candor is one of the biggest tragedies in organizations because we don't speak truth to power. And so people who know the truth don't speak the truth where it would help. In my own study, I discovered that seven out of ten people will not speak up even if they know that what their boss is going to do is going to get him and the company in trouble. They will not be candid. They are not encouraged to speak up—they see dissenters being punished, not rewarded, and so the truth never gets out. There is no incentive for speaking up." (p. 34)
(1994). On Becoming a Leader.
"In sum, we have the means within us to free ourselves from the constraints of the past, which lock us into imposed roles and attitudes. By examining and understanding the past, we can move into the future unencumbered by it. We become free to express ourselves, rather than endlessly trying to prove ourselves." (p. 79)
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