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Rosenbluth, H. (1994).  The Customer Comes Second.
"Everybody has ideas, some better than others. But they live in people's minds. They need to be brought out, refined, tested, and implemented. Ideas are the lifeblood of a company. The weave the fabric of its future, but they're fragile.
"Ideas come to the curious—those who ask, "What would improve our lives?" But ideas have to be nurtured and cultivated. The stifling of ideas starts when we're young and told, "Just do it and don't ask why," or "That's just the way it is." Creativity and innovation aren't emphasized enough in our schools, homes, or professional lives, but people who seek these gifts can and will find them in the right environment." (p. 156)
Goldhor-Lerner, H. (1986).  The Dance of Anger.
"In using our anger as a guide to determining our innermost needs, values, and priorities, we should not be distressed if we discover just how unclear we are. If we feel chronically angry or bitter in an important relationship, this is a signal that too much of the self has been compromised and we are uncertain about what new position to take or what options we have available to us. To recognize our lack of clarity is not weakness, but an opportunity, a challenge, and a strength." (p. 106)
Dickens, C. (1962).  David Copperfield.
"It is a fact which will long be remembered as remarkable down there, that she was never drowned, but died triumphantly in bed, at ninety-two. I have understood that it was, to the last, her proudest boast that she never had been on the water in her life, except upon a bridge, and that over her tea (to which she was extremely partial) she, to the last, expressed her indignation at the impiety of mariners and others, who had the presumption to go 'meandering' about the world. It was in vain to represent to her that some conveniences, tea perhaps included, resulted from this objectionable practice. She always returned, with greater emphasis and with an instinctive knowledge of the strength of her objection, "Let us have no meandering." (p. 14)
Brinkman, R., & Kirschner R. (2002).  Dealing with people you can't stand: how to bring out the best in people at their worst.
"All of these intents, getting it done, getting it right, getting along, and getting appreciation have their time and place in our lives. Often, keeping them in balance leads to less stress and more success. To get it done, take care to get it done right. If you want it done right, avoid complications by making sure everyone is getting along. For a team effort to succeed, each party much feel valued and appreciated." (p. 19)
Yourdon, E. (1993).  Decline and Fall of the American Programmer.
As DeMarco and Lister [12] argue,
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
Sternberg, R. J., & Lubart T. I. (2002).  Defying the Crowd: cultivating creativity in a culture of conformity.
"Creative people are those who consciously and purposefully decide to follow their own path. They do it because they want to, not because someone makes them." (p. 237)
Walton, M. (1991).  Deming management at work.
"In the words of W. Edwards Deming, 'The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.' " (p. 236)
Walton, M. (1988).  The Deming Management Method.
"Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear." (p. 73)

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