Biblio
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(1991). The Corporate Negaholic: How to Deal Successfully With Negative Colleagues, Managers and Corporations.
"The alternative action was to look at the inequities and the resentments and find solutions which would create a win-win outcome. Unless everyone wins, no one really wins." (p. 91)
(1999). Core Java 2 : Volume 1 Fundamentals.
(1997). Core Java 1.1 Volume 2.
(1994). Coping with Difficult Bosses.
"There are certainly times when honest spontaneity is the key to improved human relationships, but while you are being harpooned by a hostile boss is not one of those times. It is then you need to do what actors do—communicate emotions you do not feel." (p. 20)
(2003). Controlling People: How to Recognize, Understand, and Deal with People Who Try to Control You.
"Other people's definitions of us are not just absurd—if unchallenged, they erect prison walls around us. As they rise higher, the light of awareness fades. The world darkens. We lose freedom, safety, confidence, conviction, and sometimes ourselves." (p. 77)
(1978). Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
(1988). The Constraints of Corporate Tradition: Doing the Correct Thing Not Just What the Past Dictates.
But when boosting productivity comes to mean in practice nothing more than an efficiency-driven effort to cut costs and do better with line workers what is now being done, we can watch the coral build up before our very eyes. In an earlier environment, the link between old-fashioned, direct labor-based productivity and competitive strength was obvious and immediate. Today, that linkage is more complicated and less certain. Doing the right things is every bit as important as doing things right. Time was, we could think of direct-labor productivity as a pretty fair approximation of competitiveness and be confident we were on the mark. No longer. The proxy does not hold. Forgetful that it was—and is—but a proxy that holds for some circumstances but not all, many of today's managers treat as a living fact what is no more than the hard shell of past experience.
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
So it is with most of the maps by which managers steer. What was once known to be an artifice, though no less useful for that, gradually loses its air of being an imaginatively constructed thing and, equally gradually, takes on the air of being something real and hard and concrete in its own right." (p. 13)
(1994). Conquering C++ Pointers.
(1978). Conceptual blockbusting : a pleasurable guide to better problem solving.
"Most people are not happy with criticism and, to make matters worse, are somewhat unsure of the quality of their own ideas. They therefore require a supportive environment in which to work."
(1996). Concepts of Programming Languages.
(1981). Concepts in Discrete Mathematics.
(1976). Computer Power and Human Reason.
(1993). Computer Ethics.
(1982). The Computer Establishment.
"Computing is a technology with many paths to follow; at each fork there is vigorous dissension among the brightest practitioners. We need to preserve that dissension, to offer scientists and businessmen a reasonable chance to pursue whatever goal seems promising and customers the greatest possible opportunity to choose their supplier." (p. 408)
(1977). Computer Data Structures.
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