Biblio
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(1990). From Conflict to Resolution: Strategies for Diagnosis and Treatment of Distressed Individuals, Couples, and Families.
"The more an individual has been exposed to no-win situations, the more readily he assumes that other situations cannot be changed for the better. As a consequence, such individuals put out less effort to try to control new conflictual situations." (p. 89)
(1990). Hidden Agendas.
"A psychological contract and a relationship that works for both parties is flexible enough to accomodate both shattered illusions and changing circumstances. However, that flexibility is not easy to come by and most of us at least initially resist altering our expectations in any way. Instead, we become all the more determined to make the other person or the relationship measure up to our standards." (p 147)
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
(1990). LOGICAL STRUCTURE ENGLISH PB.
(1990). The Minneapolis Job Bank, 1991.
"YOU'RE FIRED!!
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
You are not the first and will not be the last to go through this traumatic experience. Thousands of professionals are fired every week. Remember, being fired is not a reflection on you as a person. It is usually a reflection of your company's staffing needs and its perception of your recent job performance. Share the fact with your relatives and friends. Being fired is not something of which to be ashamed....
Avoid mentioning you were fired while arranging interviews." (p. 31)
(1990). Narcissistic Process and Corporate Decay: The Theory of the Organizational Ideal.
"When work, the productive process, becomes display, its meaning becomes lost. Its performance as part of the organizational drama becomes the only meaning it has. Accordingly, the parts it plays in the organization's transactions with the world become irrelevant. When this happens, work loses its adaptive function and becomes mere ritual. At the same time, the rituals that serve to express the individual's identification with the organization ideal, especially those connected with rank, come to be infused with significance for the individual. They become sacred. Thus, reality and appearance trade places. The energy that once went into the production of goods and services of value to others is channelled into the dramatization of a narcissistic fantasy in which the organization's environment is merely a stage setting." (p. 61)
(1990). Self Directed Work Teams: The New American Challenge.
"The most potentially damaging kind of performance feedback at this stage is one-on-one feedback from manager to team member. Because that relationship carries so much emotional baggage...it's important to find alternatives to manager-to-employee feedback wherever possible." (p. 135)
(1990). Shame & Guilt: Masters of Disguise.
"Children who grow up in shaming environments quickly learn that one must blame or be blamed. There are very few compromises in shaming environments. It often feels like we are playing 'emotional hot potato' in our adult relationships...Passing the blame to someone else is our attempt to protect an already injured self from more wounds." (p. 82)
(1990). Staying Employed: What You Must Do Today to Ensure You Have a Job Tomorrow.
"Working at home has become acceptable—in fact, fashionable—just in the last few years. Many people dream of not having to fight traffic or play office politics but instead staying home and doing their work on a computer." (p. 179)
(1990). Total Customer Service : The Ultimate Weapon.
"The hard truth is that there's little place for the traditional middle manager in companies that go all out to serve customers. The skills that most such managers have mastered—protecting their fiefdoms, proving their importance by forcing all information and communications to flow through their offices, meticulously enforcing bureaucratic controls—become serious liabilities. Yet no matter how flat the organization, no company can function without middle management.
The solution service leaders often take is to redefine the middle manager's job. Instead of acting like a boss, he is encouraged to behave like a helper." (p. 106)
(1990). Working With Difficult People.
Phenomenal advances in technology have led to a demand for speedier production. Couple that with hiring and firing in the labor market, and stress may become overwhelming. Even patient people can appear apoplectic."
(1990). The Workplace Within: Psychodynamics of Organizational Life.
"Irrational processes highlight the limits of classical organization theory. Theorists such as Simon, Thompson, and Galbraith* have argued that all organizations face continuing uncertainties and have suggested that organizational routines and structures, such as maintaining inventory to meet unpredictable demands for products, are mechanisms for reducing uncertainty. But because these theorists have not linked the experience of uncertainty to people's feelings of anxiety, they have posed the issue of uncertainty too narrowly and have proposed solutions that rely on such rational methods as mathematical calculation and organization design. When anxiety intrudes, rational procedures are distorted by irrational processes. For example, the managers of the manufacturing and sales departments in many companies fight chronically with one another over inventory policy, each blaming the other for the gap between market demand and company supply. Because they feel anxious, they project their sense of blame and failure outward, often scapegoating the person they must cooperate with to reduce the uncertainty they face." (p. 3)
(1990). The Iliad.
712. Abstract
"Rage—Goddess, sing the rage of Peleus' son Achilles, murderous, doomed, that cost the Achaeans countless losses, hurling down to the House of Death so many sturdy souls, great fighters' souls, but made their bodies carrion, feasts for the dogs and birds, and the will of Zeus was moving towards its end. Begin, Muse, when the two first broke and clashed, Agamemnon lord of men and brilliant Achilles."
(1990). Shared Minds: The New Technologies of Collaboration.
"As William James wrote in Great Men and Their Environment, 'The community stagnates without the impulse of the individual; the impulse dies away without the sympathy of the community.'" (p. xxiii)
(1990). Full catastrophe living: using the wisdom of your body and mind to face stress, pain, and illness.
"Patience is a form of wisdom. It demonstrates that we understand and accept the fact that sometimes things must unfold in their own time. A child may try to help a butterfly emerge by breaking open its chrysalis. Usually the butterfly doesn't benefit from this. Any adult knows that the butterfly can only emerge in its own time, that the process cannot be hurried." (p. 34)
(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)
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