Biblio
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(1992). Beyond Therapy, Beyond Science : A New Model for Healing the Whole Person.
"Dr. Diane Fassel and I wrote The Addictive Organization. Since the publication of that book, thousands of people have spoken or written to us about their recovery and what has happened to them in their addictive organizations as a result of their personal recovery. Their words differ, and the stories are essentially the same. They go like this: 'I'm an addict [alcoholic, workaholic—whatever kind of addict, it doesn't matter]. I am in recovery and I feel good about my recovery. It's going well. My life has really improved and I basically feel happy. Because of my recovery and, I believe, the changes in me, my family is changing. We are all actually getting better. But...I am not sure that I can maintain my sobriety and continue to work in my addictive workplace. If I really put my sobriety first, I cannot continue to work where I do." Often, I suggest to these people that they attend Al-Anon, with the workplace as the addict in their lives." (p. 192)
(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)
(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)
(1992). Kohler Economics.
"Although short-term involuntary unemployment may be viewed as a welcome vacation, prolonged unemployment wreaks havoc within the affected families. It erodes the self-worth of the affected individuals and possibly even their skills. Eventually, unemployment benefits cease, savings are used up, appliances, cars, and clothes wear out, and despair moves in. Various studies have linked rising unemployment rates with increased incidence of divorce, suicide, disease (notably cardiovascular failure and cirrhosis of the liver), crime, and more. The personal costs just cited, when sufficiently widespread, can tear apart civilized society." (p. 166)
(1992). Learned Optimism.
"It's a disturbing idea, that depressed people see reality correctly while nondepressed people distort reality in a self-serving way. As a therapist I was trained to believe that it was my job to help depressed patients both to feel happier and to see the world more clearly. I was supposed to be the agent of happiness and of truth. But maybe truth and happiness antagonize each other. Perhaps what we have considered good therapy for a depressed patient merely nurtures benign illusions, making the patient think his world is better than it actually is." (p. 108)
(1992). Managing Your Mouth: An Owner's Manual for Your Most Important Business Asset.
"...deception is carried out when a group of individuals conspire to ensure that the sanctity of their mission is protected...Quite frequently in government and industry it is a perfectly normal and accepted practice to carry out deception. The intent of deception is to keep the enemy or adversary in the dark to protect and safeguard vital information. It is common practice that is exercised at the highest levels of federal government and the highest levels in the private sector." (p. 166)
(1992). No Contest : The Case Against Competition.
"As soon as play becomes product-oriented or otherwise extrinsically motivated, it ceases to be play." (p. 81)
(1992). Operating Systems, Davis.
(1992). Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)
(1992). Selling the Dream: How to promote your product, company, or ideas, and make a difference using everyday evangelism.
"At great companies, management leaves the engineers alone. At good companies, management interferes but engineers ignore them. At lousy companies, management thinks it is the engineers. 'Engineers' is too specific a term here; I mean anyone who creates products, services, and projects." (p. 148)
(1992). Small Decencies : Reflections and Meditations on Being Human at Work.
"Our accomplishments are not too simple, mundane, and ordinary to merit a moment of glory. We deserve to have our fellow workers sing our song. We owe them a poem in their honor." (p. 160)
(1992). Two Lives.
(1992). Depression: the evolution of powerlessness.
"There is, therefore, an archetypal fear of outsiders and also of being made an outsider. Many films and other forms of art reflect this basic fear. Furthermore, group membership is an important aspect of self-esteem and self-identity (see Abrams et al., 1990, and Chapter 7 this volume). Another interesting observation is that following loss of rank an animal (e.g., in gorillas) may take up a solitary life. Once someone has involuntarily fallen in rank (been deposed) they can be ejected from groups quite quickly. Group living, therefore, runs parallel with the need to feel part of a group, supported by a group, and hence free from potential persecution. Lone primates often find it difficult to be accepted in a group unless they can make some bid for dominance or attract allies. In humans also non-acceptance can elicit aggression, but submission/ withdrawal/ avoidance is probably more common." (p. 181)
(1993). Computer Ethics.
(1993). DOS for Dummies (V02).
(1993). Elizabeth Bishop and Marianne Moore.
(1993). Influence: Science and Practice.
(1993). Programming Under Mach.
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