Biblio
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(1997). Industrial Strength Java.
(1976). Play : Its Role in Development and Evolution.
"There is a well-known rule in the psychology of learning, the Yerkes-Dodson law, that states that the more complex a skill to be learned, the lower the optimum motivational level required for fastest learning." (p. 15)
(2002). Java Web Services Unleashed.
(1999). First, break all the rules: what the world's greatest managers do differently.
"As we shall discuss...the best managers are adept at spotting a glimpse of talent in someone and then repositioning him so he can play to that talent more effectively." (p. 83)
(2001). Now, Discover Your Strengths.
"These are the two assumptions that guide the world's best managers:
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
1. Each person's talents are enduring and unique.
2. Each person's greatest room for growth is in the areas of his or her greatest strength." (p. 8)
(1967). Sociology and modern systems theory..
"As in any organization, rules were selectively evoked, broken, or ignored to suit the defined needs of personnel. Higher administrative levels, especially, avoided periodic attempts to have the rules codified and formalized, for fear of restricting the innovation and improvisation believed necessary to the care of patients. Also, the multiplicity of professional ideologies, theories, and purposes would never tolerate such a rigidification." (p. 150)
(2000). Internet Open Trading Protocol.
(1966). Survival in the Executive Jungle.
"One executive who decided that, after all, every major company president already had his own corporate aircraft, topped them all by arranging round-trip helicopter transportation from his front lawn directly to the company parking lot each morning and evening. To the board of directors he provided many rationalizations: the helicopter conserved his precious time and energy; it wasn't that much more expensive than a chauffeured limousine. The true reason, of course, was that it gave him a feeling of importance that no amount of money could supply." (p. 170)
(1982). Living, Loving and Learning.
(1974). Modern Management and Machiavelli.
"The discharged employee is hopefully restrained from doing a great many things that he would like to do through fear of what it might cost him in terms of pay, good recommendations, and the law." (p. 168)
(1997). The psychic life of power: theories in subjection.
"If one is to oppose the abuses of power (which is not the same as opposing power itself), it seems wise to consider in what our vulnerability to that abuse consists." (p. 20)
(1973). Aging & mental health : positive psychosocial and biomedical approaches.
"New models of vocational rehabilitation, supported employment, and skill development will need to be developed to respond to the desires of older adults to engage in meaningful activities in late life." (p. 177)
(2012). The Rise of the New Groupthink.
"Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption."
(2001). Inside Servlets.
(2007). Coffee with Oscar Wilde.
(2001). What Do You Want to Do When You Grow Up?: Starting the Next Chapter of Your Life.
"Job burnout, write Maslach and Goldberg, with its feelings of frustration, ineffectiveness, or failure, is 'a particularly tragic endpoint for professionals who entered the job with positive expectations [and] enthusiasm.'" (p. 56)
(1994). Why Climb the Corporate Ladder when You Can Take the Elevator? : 500 Secrets for Success in Business.
"Many corporations encourage independent thinking right up until the day they fire you for it." (p. 382)
(1998). Don't Sweat the Small Stuff at Work.
"Sometimes the criticism we receive is valuable, even helpful. Other times, it's utter nonsense. Either way, learning to see criticism as 'small stuff' is incredibly useful in our efforts to live a life of reduced stress." (p. 270)
(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)
(1997). Slowing down to the speed of life : how to create a more peaceful, simpler life from the inside out.
"See forgiveness as a process, and know that it will get easier and easier each time the memory comes to mind. If you see the value of forgiveness and are willing to forgive, each time the memory comes to mind while you are in a state of healthy psychological functioning, the experience will be a little less painful." (p. 135)
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