Biblio
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(2004). Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change.
"This codification, this rigor mortis that sets in around values and behaviors, is a problem unique to—and often devastating for—successful enterprises." (p, 185)
(2004). Workplace mobbing in academe : reports from twenty universities.
"Mobbing is like a tornado boiling up during stormy, unsettled, inclement times at work. Such times occur in all workplaces, academic ones not least, and everybody knows the signs: disputed decisions, angry words, bruised egos, and tension in the air. Usually such periods of conflict blow over like a summer storm and things settle down again, leaving minor damage to productivity and human relations, damage repaired in subsequent weeks and months.
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
(2004). A Preliminary Investigation of Factors Associated With Job Loss Grief.
Career Development Quarterly. 53(1), 78 - 83. Abstract
"Involuntary job loss has far-reaching effects on the well-being of individuals and families (Bejian & Salomone, 1995; Leana & Feldman, 1994; Turner, Kessler, & House, 1991; Vinokur, Price, & Caplan, 1996). Job loss can result in loss of identity, social contacts, and self-worth (Amundson & Borgen, 1992; Beehr, 1995). Coupled with economic loss, the emotional toll can be devastating."
(2004). Prisoners of Our Thoughts: Viktor Frankl's Principles at Work.
224. Abstract
"In some ways, our technological advances have redesigned work to better accommodate human factors. What we need now is a way to elevate the human spirit at work." (p. 6)
(2005). The Idiot.
(2005). JBoss 4.0 - The Official Guide.
(2005). Red Hat Fedora 4 Unleashed.
(2005). The Big Moo: stop trying to be perfect and start being remarkable.
"Remarkable artists are always trying to find ways to put their own signatures on their work. They try to tell their own story. They simply can't perform like everyone else. The message: Be like an artist. Better still, be an artist." (p. 71)
(2005). Crunch Time: 8 Steps to Making the Right Life Decisions at the Right Times.
"Through experience and observation, I've learned and counselled that people who are hostile and belligerent often have developed their 'offensive' posture as a form of defense. These individuals lash out to keep people from further hurting them, possibly discovering and uncovering their vulnerability, and/or from seeing how hurt and rejected they truly feel. Time and again, their defensive behavior is used as a buffer to protect the raw feelings hidden within. In essence, these individuals appear to believe that: 'If I attack you first, I might scare you off, and you won't get to me. Thus, I'm safe for the moment from hurt, disappointment, rejection, etc. Safe from people seeing the truth.'
Another defensive strategy that I deal with on a regular basis is that of withdrawal or apathy. In these cases, individuals appear to withdraw from life and/or appear not to care, in order to conceal their low self-esteem and their intense fear of feeling more rejection and pain. These individuals, in some respects, take the opposite approach in order to protect themselves. They get out of the game altogether. If they don't get up to bat in the game of life, they can't strike out. If they don't put themselves into the contest, they can't be judged—and be rejected. These individuals appear as if—or say—they don't care. But deep down, they care, and once cared—big time. But as a result of past experiences of perceived or real rejection, they've chosen to never let themselves, or their expectations be rejected or dashed again. By withdrawing from it all, they're better safe than sorry." (p. 197)
Another defensive strategy that I deal with on a regular basis is that of withdrawal or apathy. In these cases, individuals appear to withdraw from life and/or appear not to care, in order to conceal their low self-esteem and their intense fear of feeling more rejection and pain. These individuals, in some respects, take the opposite approach in order to protect themselves. They get out of the game altogether. If they don't get up to bat in the game of life, they can't strike out. If they don't put themselves into the contest, they can't be judged—and be rejected. These individuals appear as if—or say—they don't care. But deep down, they care, and once cared—big time. But as a result of past experiences of perceived or real rejection, they've chosen to never let themselves, or their expectations be rejected or dashed again. By withdrawing from it all, they're better safe than sorry." (p. 197)
(2005). Don't Sweat the Small Stuff...And It's All Small Stuff: Simple Things To Keep The Little Things From Taking Over Your Life.
"At times you are going to use bad judgement, say something wrong, offend someone, criticize unnecessarily, be too demanding, or act selfishly. The question isn't whether you will make these mistakes—we all do. The question is, Can you admit to them?" (p. 187)
(2005). Facing the Beasts: Everybody’s a Critic.
2011,
"Everyone I meet has their own baggage of humanity, foibles that I would find it easy to criticize. But if I can reduce the amount of critical aggression I bring to a situation, my relationships become easier."
(2005). Innovation at the Speed of Laughter: 8 Secrets to World Class Idea Generation.
"Unfortunately some individuals who are full of wonderful and innovative ideas may be viewed as sullen, non-participating appendages, disconnected or, worse yet, lazy. Perhaps the real truth is that they are being asked to create ideas (already an emotional risk) in a way that is not suited for their style or comfort with focus. A drastic example of this sort of misclassification is Albert Einstein, who was labelled by many as lazy and arrogant by traditional academic standards of the time because he preferred a process of discovery and innovation that was isolated and introspective."
(2005). An introduction to group work practice.
"The scapegoat, for example, receives much negative attention and criticism from the group because the member is blamed for a host of defects and problems. According to Schulman (1999), members attack the portion of a scapegoat's behavior that they least like about themselves." (p. 235)
(2005). Life's a Bitch and Then You Change Careers: 9 Steps to Get You Out of Your Funk & on to Your Future.
"I define career as a combination of:
- The particular occupation you choose to pursue and train for that is a significant part of your life and may or may not fit who you are
- The activities, experience, and knowledge you accumulate; skills you develop and progress you make while you're in that occupation" (p. 13)
(2005). Monsters, Gods, and Heroes: The Epic in Literature.
"So it's a strife here, in a way, between position—between the CEO and the top salesman; between the principal and the best teacher; between Miller Huggins, the manager, and Babe Ruth, the best baseball player who ever lived; between the person who can really do it, and the person who is in charge. Those are incommensurable excellences, and then and now they often come into conflict. So here—that is the rage within the rage, the conflict within the conflict, that Homer is interested in chronicling."1
(2005). The Pope Versus the Professor: Benedict XVI And the Legitimation of Mobbing.
"Those who have sought a person's removal from respectable company often interpret anything that person does afterward, even survival, as an attempt at revenge. To those who have tried to silence a person, even friendly words in that person's voice come across as spite." (p. 34)
(2005). Revenge of the Right Brain.
"Any job that can be reduced to a set of rules is at risk. If a $500-a-month accountant in India doesn't swipe your accounting job, TurboTax will. Now that computers can emulate left-hemisphere skills, we'll have to rely ever more on our right hemispheres."
(2005). Vanity Fair.
(2005). Winning, losing, moving on : how professionals deal with workplace harassment and mobbing.
(, Ed.).
"In our western culture people are judged by their achievements, their earning power, status directly related to employment, and ability to climb the ladder of success. That is the reason it is especially tragic and emotionally damaging when one is robbed of his achievements without just and rational cause. The individual thus affected tends to lose his spirit, ambition, will to fight—ultimately his identity." (p. 174, Falk and Falk)
(2005). The Social Outcast: Ostracism, Social Exclusion, Rejection, and Bullying.
Abstract
"Ostracism threatens:
- our need to belong...
- our need for maintaining high self-esteem, because it carries with it the implicit or explicit accusation that we have done something wrong.
- our need for control over interactions with others, as well as our 'interpretive control' when the reason for our exclusion is ambiguous."
- may threaten our need to maintain our belief in a meaningful existence, because it reminds us of our fragile temporary existence and even our own death.
(2005). Trump: The Art of the Deal.
Ballantine Books.
"Most people are surprised by the way I work. I play it very loose. I don't carry a briefcase. I try not to schedule too many meetings. I leave my door open. You can't be imaginative or entrepreneurial if you've got too much structure. I prefer to come to work each day and just see what develops."
(2005). International management: cross-cultural dimensions.
"Middle management often feels threatened by lower level autonomy." (p. 132)
(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)
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