Biblio
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(1994). Distributed Operating Systems.
(1965). The Divided Self.
"The component we wish to separate off for the moment is the initial compliance with the other person's intentions or expectations for one's self, or what are felt to be the other person's intentions or expectations. This usually amounts to an excess of being 'good', never doing anything other than what one is told, never being 'a trouble', never asserting or even betraying any counter-will of one's own. Being good is not, however, done out of any positive desire on the individual's part to do the things that are said by others to be good, but is a negative conformity to a standard that is the other's standard and not one's own, and is prompted by the dread of what might happen if one were to be oneself in actuality. [emphasis mine] This compliance is partly, therefore, a betrayal of one's own true possibilities, but is also a technique of concealing and preserving one's own true possibilities, which, however, risk never becoming translated into actualities if they are entirely concentrated in an inner self for whom all things are possible in imagination but nothing is possible in fact."
(1995). Do What You Are.
"Pressure to be what you aren't can cause lifelong confusion. If you are obliged to fit into a certain group mentality that really doesn't suit you (this could be a family dynamic, a school or community setting, or a professional environment), you may end up denying your true nature and not enjoying your required role. If you spend twenty years at a job you don't enjoy, you may end up not only out of touch with your natural interests but—even worse—with a distorted view of your own competence." (p. 90)
(2007). Do You Exist?.
Computerworld.
"You can no longer expect your professional standing to progress if you dont have an easily accessible, broadly informative presence on the Web. And while that virtual existence is essential in itself, it's not enough. You have to contribute something..."
(1996). Dogbert's Top Secret Management Handbook.
"Lying isn't a good idea in nonwork situations because bad things can happen if you get caught. But when you're dealing with employees, they have few retaliatory options as long as you keep the supply cabinet locked. And if you lose their trust, you can always use fear and intimidation to get the same results. There's no real risk." (sec. 1.13)
(2002). Doing work you love: Discovering your purpose and realizing your dreams.
"Innovation requires risk and independent-minded people with self-employed attitudes.
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
Asking permission is giving up your power and not accepting responsibility for the outcome.
There are organizations where it may seem as though you are not allowed to do anything without a boss's permission. It may also appear as though there are unwritten rules that say you have to do things in a particular way. But look more closely..." (p.93)
(2008). Dojo: The Definitive Guide.
(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)
(1993). DOS for Dummies (V02).
(1991). Dr. Deming: The American Who Taught the Japanese About Quality.
"Some writers call for greater accountability. The computer is seen as the sure way out of our problems by providing management with intricate details about each person's performance. All these views are wrong!" (p. 93)
(1995). Dracula.
"I suppose it is that sickness and weakness are selfish things and turn our inner eyes and sympathy on ourselves, whilst health and strength give Love rein..."
(2001). Driving Digital: Microsoft and Its Customers Speak About Thriving in the E-Business Era.
"If you think about the traditional corporate structure, what determines who's going to be a part of the debate? Simple: the people who are allowed in the meeting room." (p. 78)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
"Two issues: Can your senior executive group adjust to a culture in which folks at the most junior levels of the organization have access to all but the most highly sensitive information about the company? And can they adjust to a culture in which they will receive e-mails from those same junior level folks? Will they be open and responsive to those e-mails? Are the managers at levels between the junior sender and senior executive who receives the e-mail going to revolt at not being consulted before the message gets sent, probably not even cc'ed?" (p. 84)
(1991). Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation.
"W. Edwards Deming tells those who attend his seminars, 'We are here to make another kind of world.' He expresses the broad scope of the goal, and its enormity....
To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term—to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)
To achieve another kind of world requires a deep understanding of where we are now. The awareness of fear can help us move to this point. In the same way that many organizations have had to face harsh news about waste, scrap, and rework within their production processes, there is also harsh news about fear in human interactions in the workplace. But once past the denial that is so common, the real possibilities begin to emerge. When managers accept the role of facilitator, coach, and consultant, a dramatic shift takes place. Traditional notions of controlling and telling give way to inviting and guiding. Commitment switches to the long term—to the development of quality products and services, to long-lasting, mutually satisfying relationships with customers, vendors, and employees." (p. 240)
(1995). Dynamics of software development.
"Scapegoatism is a maladaptive, defensive reaction in which failure and other evils are magically warded off by finding someone to blame. The team will find a scapegoat instinctively as a way of preserving local functionality in spite of a deteriorating general situation." (p. 138)
(2006). Education and its Discontents: Overqualification in America, 1972-2002.
Social Forces. 85(2), 835 - 864. Abstract
"In fact, in the case of hard work ideology, the overeducation effect is actually increasing in strength. That is, overqualified workers are increasingly likely to disavow the "American Dream" of success through hard work alone."
(1997). Effective C++.
(1993). The Effective Executive.
"But the organization is an abstraction. Mathematically, it would have to be represented as a point—that is, as having neither size nor extension. Even the largest organization is unreal compared to the reality of the environment in which it exists." (p. 13)
(1989). Elegant Solutions.
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