Biblio

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DeLong, T. J. (2011).  Why chronic comparing spells career poison.
"To a certain extent, ambitious professionals have always engaged in what I refer to as reverse schadenfreude—being pained by other people's success."
DeMars, N. (1998).  You want me to do WHAT?: when, where, and how to draw the line at work.
"Forgiving ourselves allows us to let go of the feeling that we must punish ourselves, or be punished by someone else. lt allows us to give up our feelings of self-hatred and self-loathing. Unless and until we forgive ourselves, we will be unable to ask for or accept the forgiveness of others in our community; and, without forgiveness, there will be no reconciliation." (p. 265)
Deming, E. W. (1982).  Out of the Crisis.
"Basically, what is wrong is that the performance appraisal or merit rating focuses on the end product, at the end of the stream, not on leadership to help people. This is a way to avoid the problems of people. A manager becomes, in effect, a manager of defects....
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
Merit rating rewards people that do well in the system. It does not reward attempts to improve the system. Don't rock the boat."
Deming, E. W. (1982).  Quality Productivity and Competitive Position.
"The economic loss from fear is appalling. It is necessary, for better quality and productivity, that people feel secure." (p. 33)
Deming, E. W. (1993).  The New Economics for Industry, Government, Education.
"The most important act that a manager can take is to understand what it is that is important to an individual. Everyone is different from everyone else. All people are motivated to a different degree extrinsically and intrinsically. This is why it is so vital that managers spend time to listen to an employee to understand whether he is looking for recognition by the company, or by his peers, time at work to publish, flexible working hours, time to take a university course. In this way, a manager can provide positive outcomes for his people, and may even move some people toward replacement of extrinsic motivation with intrinsic motivation." (p. 115)
Dent, H. S. (1995).  Job Shock: Four New Principles Transforming Our Work and Business.
"Charge a healthy fee for the right brain, more complex and human services where you don't compete with computers." (p. 236)
Dertouzos, M. L. (2001).  The Unfinished Revolution: Human-Centered Computers and What They Can Do For Us.
"By now, people who work as a team over the Internet have discovered that as long as they know and trust each other, the team functions well in its virtual forays. But when new team members join, the group loses its effectiveness. The team returns to progress only after the new members have bonded with the old ones in old-fashioned ways—by squeezing each other's hand, drinking beer together, exchanging personal stories, or giving one another a slap on the back." (p. 211)
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)
Dickinson, E. (1959).  Selected Poems and Letters of Emily Dickinson.
I never hear the word "escape"
Without a quicker blood,
A sudden expectation
A flying attitude!
I never hear of prisons broad
By soldiers battered down,
But I tug childish at my bars
Only to fail again!
Dilenschneider, R. L. (1998).  The Critical 14 Years Of Your Professional Life.
"What are the bosses' strengths and weaknesses?
We all have them. Usually, our weaknesses outnumber our strengths. When you do a strengths/weaknesses 'audit' of the boss, be prepared for the weakness column to extend beyond the strengths. Once I got savvy about the world of bosses, I considered it a major strength that the executive simply was breathing. The higher you put your standards for how bosses should act, the harder you're going to fall when a particular boss doesn't measure up. Remember breathing—it's a major strength." (p. 60)
Dixon, G., & Levinson H. (1988).  What Works at Work: Lessons from the Masters.
"The sunflower effect—doing what your boss wants you to do—is still very powerful in all organizations because the power in all organizations is significantly at the top. Conflicts at high levels in organizations reverberate all the way down, reflecting the displacement downward of that anger and hostility and once again reflecting power at the top." (p. 282)
Dobson, M. S., & Dobson D. S. (2000).  Managing Up! : 59 Ways to Build a Career-Advancing Relationship with Your Boss.
"It's obvious that you do bring elements of your true self to the job environment, though some bring more than others. But you aren't and can't be completely be your true self at work." (p. 73)
Docherty, P., Forslin J., & Shani A. B. (2002).  Creating Sustainable Work Systems.
If one is to believe history, intensity of work has been a central issue in management science ever since the start of industrialization and a problematic one at that, as it captures the essence of the antagonism between the person who does the work and the person who wants it done; sometimes formulated as a conflict between capital and labour, inherent in the capitalistic industrial system. This perspective does not indicate many remedies apart from a proletarian revolution—still there would be conflicting interest." (p. 15)
Dortch, Jr., T. W. (2009).  The Miracles of Mentoring.
"Mentoring is a work of the heart. It is a desire to build community, to inspire hope, to share success, to enrich life." (p. 131)
Dostoyevsky, F. (1922).  The Brothers Karamazov: a novel in four parts and an epilogue.
"He did no one any harm, but 'Why do they think him so saintly?' And that question alone gradually repeated gave rise at last to an intense, insatiable hatred toward him. That I believe was why many people were extremely delighted at the smell of decomposition which came so quickly, for not a day had passed since his death." (p. 352)
Drucker, P. F. (1986).  Innovation and Entrepreneurship : Practice and Principles.
"But innovation, almost by definition, has to be decentralized, ad hoc, autonomous, specific, and micro-economic....Innovative opportunities do not come with the tempest but with the rustling of the breeze." (p. 255)

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