Biblio

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Book
Niven, D. (2001).  100 Simple Secrets of Happy People.
"If you see your work as only a job, then it's dragging you away from what you really want to be doing. If you see it as a calling, then it is no longer a toiling sacrifice. Instead, it becomes an expression of you, a part of you." (p. 98)
Nelson, B. (1994).  1001 Ways to Reward Employees.
"Everyone who works for Anheuser-Busch Companies, based in St. Louis, is entitled to two free cases of beer a month." (p. 214)
Orwell, G. (1949).  1984.
"But always--do not forget this, Winston--always there will be the intoxication of power, constantly increasing and constantly growing subtler. Always, at every moment, there will be the thrill of victory, the sensation of trampling on an enemy who is helpless. If you want a picture of the future, imagine a boot stamping on a human face--forever."
Howe, I. (1983).  1984 [nineteen eighty-four] revisited : totalitarianism in our century.
"Orwell came down hard in 1984 against what philosophers call mechanistic theories of knowledge, against the view that the motions of the world report to every man's senses in uniform ways." (p. 64)
Daisey, M. (2002).  21 Dog Years : Doing Time @ Amazon.com.
"When you work in an office everything becomes an abstraction. The higher you travel up the chain, the less actual work is being done, as everyone becomes responsible for overseeing those below them, who are supervising those below them, ad nauseam. In the Vedic tradtion Hindus believe that the world's firmament rests on four elephants, who in turn stand on the back of a turtle. The question always comes: 'What's holding up the turtle?' And the answer is: 'It's turtles all the way down.' Likewise in corporations--it is all turtles, straight to the bottom, and after a while it becomes impossible to feel what is happening at an experiential level. Only lunch meetings persist. Postmodern capitalism." (p. 167) See also the second chapter titled "Turtles all the way down" in Kantrow. 1
Katcher, B. L., & Snyder A. (2007).  30 reasons employees hate their managers: what your people may be thinking and what you can do about it.
"Employment is a form of slavery. This is a provocative analogy and may be offensive to some, but it is key to understanding why employees are often unhappy. Merriam Webster defines a slave as, 'a person who has lost control of himself or herself and is dominated by something or someone else.' This is precisely what happens in the workplace. Many employees, shackled to their jobs with little freedom to control their day-to-day work or career, feel like slaves." (p. 7)
Ferriss, T. (2007).  The 4-Hour Workweek : Escape 9-5, Live Anywhere, and Join the New Rich.
"The new mantra is this: Work wherever and whenever you want, but get your work done." (p. 209)
Covey, S. R. (1990).  The 7 Habits of Highly Effective People.
"There is the principle of potential, the idea that we are embryonic and can grow and develop and release more and more potential, develop more and more talents. Highly related to potential is the principle of growth--the process of releasing potential and developing talents, with the accompanying need for principles such as patience, nurturance, and trust." (p. 34) "Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience, and it doesn't preclude the necessity to develop and train people so that their competency can rise to the level of that trust." (p. 178) "Integrity is a higher value than loyalty. Or, better put, integrity is the highest form of loyalty. Integrity means being integrated or centered on principles not on people, organizations, or even family. You will find that the root of most issues people are dealing with is 'is it popular (acceptable, political), or is it right?' When we prioritize being loyal to a group or person over doing what we feel to be right, we lose integrity." (p. 325)
Parady, M. (1995).  7 Secrets for Successful Living: Tapping the Wisdom of Ralph Waldo Emerson to Achieve Love, Happiness, and Self-Reliance.
"Conforming to a way of life you do not believe in diminishes your power, for you are working against yourself. Although you may accomplish much in the way of outward success, in your core fear and weakness reign. Why do you think many people feel disillusioned when they finally achieve success? Those who do usually say 'something is missing,' and that something is usually their real selves." (p. 22) "Emerson wrote about the dangers of looking to others for approval and validation. Yet in our day, as in his, we are programmed to look to others for our sense of self-worth and dignity. This tendency, rooted deep within us, leads people away from themselves and toward lives and behaviors foreign to their individual needs and proclivities, causing low self-esteem and eventually self-hatred. And when we hate ourselves, we allow people to inflict all kinds of abuse upon us, because we unconsciously feel we deserve it." (p. 16)
Coens, T., & Jenkins M. (2000).  Abolishing Performance Appraisals: Why They Backfire and What to Do Instead.
In the introduction to the book, subtitled "Letting Go of a Hopeless Ritual", the authors include the following quotation: "The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds--with no programs." The authors argue that appraisal ratings produce "unintended consequences--the insidious, destructive, and counterproductive effects of giving people ratings about their work performance. Whether accurate or not, people are psychologically affected by ratings. And except for people rated at the highest end of the scale, the impact is usually negative and consequently counterproductive to the cause of improving performance." (p. 69) "These various forms of appraisal are packaged as tools for 'accountability' rather than control. We are comfortable with accountability, but not control--only monsters seek control. Our comfort with accountability is not misplaced. It's a worthy goal, at least to the extent that it means people should take responsibility for their work. The problem lies not in desiring accountability, but in the means of ensuring accountability. Rather than promoting accountability as a value, we try to force people to be responsible. We impose measurement and formal judgment to make sure that people are held accountable. This is precisely what appraisal does. With good intentions, we adorn appraisal with upbeat and friendly terminology, but the features of control are undeniably present and felt by every employee who undergoes the process. Peter Block's observations accurately depict the reality of appraisal. Peter Block's Observations on Appraisal
Performance appraisals are an instrument for social control. They are annual discussions, avoided more often than held, in which one adult identifies for another adult three improvement areas to work on over the next twelve months. You can soften them all you want, call them development discussions, have them on a regular basis, have the subordinate identify the improvement areas instead of the boss, and discuss values. None of this changes the basic transaction .... if the intent of appraisal is learning, it is not going to happen when the context of the dialogue is evaluation and judgment.
" (p. 82)
"Like every other social intervention, individual goal setting brings unintended consequences. When individual performance goals are imposed on people through appraisal, invariably there are prescribed targets, measurements, deadlines, surveillance, and evaluation. These features undermine intrinsic motivation because they cause people to feel pressured and controlled. Individual performance goals often impede cooperation and the natural sense of teamwork. They precipitate bureaucratic behavior where goals become an end in themselves. When people fail to meet established goals, their confidence and self-esteem are eroded--they become discouraged, disheartened, and cynical, especially when the achievement of goals is tied to compensation or continued employment." (p. 95)
Bassman, E. S. (1992).  Abuse in the Workplace: Management Remedies and Bottom Line Impact.
"Certain conditions are necessary for creativity to flourish, one of which is the time to play with ideas while in an open mode of thinking: relaxed, expansive, less purposeful, more contemplative (Cleese 1991). Organizationally, this translates into administrative slack. Peter Drucker relates a company's ability to innovate to the amount of administrative slack it provides in its daily operations ('Creativity in Danger' 1991)." (p. 149) "A system of performance appraisal creates the appropriate environment for individual abuse by providing managers with opportunities to practice management by fear. Its existence also is an example of institutional abuse, because it contributes to a culture based on management by threat and intimidation....To truly create the conditions that will support an all-out effort towards continuous improvement of products and services, the annual review of individual performance will have to be given up because it drives the wrong behavior. Practicing quality appropriately will also remove opportunities for abusing employees through management by fear." (p. 173) "Abused employees are in a catch-22 situation. Their harassers are in a position to control a variety of resources, which makes abused employees similar to other victims of abuse. But unlike other victims, they have an added disadvantage. By virtue of their subordinate position, they automatically have less credibility than their supervisors. Charging that they are being treated unfairly by their supervisors would challenge the context of the hierarchical system, which is a very threatening proposition to those who are in a position to help. Even if they succeed in proving an accusation of abuse, abused employees will have identified themselves as whistleblowers, which will undoubtedly cause other potential bosses to question the wisdom of having them as subordinates. If an employee succeeds in winning a fairness dispute with his or her boss, the result is likely to be severely limited career growth within the organization. What has been won?" (p. 48) "If employees do not trust their boss to support them, if they are continually feeling threatened and in fear of punishment and reprisal, there can be no creativity." (p. 149) "Employees are well aware of the risks involved in confronting the boss. Those risks contribute heavily to the level of fear experienced by employees. Ryan and Osterich 1, in their study of fear in organizations, found that management practice, meaning the behavior of direct supervisors, was by far the largest category of issues that people in organizations are afraid to discuss." (p. 49) "Some managers who tend to overmanage their employees' work will also overmanage their time." (p. 12)
O'Neil, J., Yorks L., & Marsick V. J. (2007).  Action Learning.
"We thus define action learning as follows: 'An approach to working with and developing people that uses work on an actual project or problem as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help the members learn how to balance their work with the learning from that work.'" (p. 3)
Twain, M. (1956).  The Adventures of Huckleberry Finn.
"All I say is, kings is kings, and you got to make allowances. Take them all around, they're a mighty ornery lot. It's the way they're raised."
Handy, C. (1998).  The Age of Unreason.
"Organizations are not by nature forgiving places. Mistakes are magnified by myth and engraved in reports and appraisals, to be neither forgotten nor forgiven. Organizational halos are for sinners as well as saints and last for a long time. The new manager must be a different manager. He, and increasingly she, must use what, in psychological jargon, is called reinforcement theory, applauding success and forgiving failure; he or she must use mistakes as opportunities for learning, something only possible if the mistake is truly forgiven because otherwise the lesson is heard as a reprimand, not an offer of help...The new manager has to be a teacher, counselor, and friend, as much as or more than he or she is commander, inspector, and judge." (p. 131) "Leisure, if we think about it, is only true leisure if it is part of a portfolio, not the whole of it. The idea of a 'leisure society', with whole blocks of people with nothing to do except enjoy themselves, is to me a vison of hell, not of heaven. The best form of leisure is nearly always active leisure, or work of a sort. The point is that the activity is of our choice, in our time and under our control. When we have had enough of it, we can stop." (p. 208) "Care is not a word to be found in many organizational textbooks, or in books on learning theory, but it should be." (p. 232) "A culture of excitement, of question and experiment, of exploration and adventure cannot survive under a reign of fear. That kind of culture cannot be imposed, it can only be encouraged by demonstrations of warmth for all that is good, by celebration, by investment in individuals beyond the bounds of prudence. That kind of encouragement is only possible if one genuinely cares for the people being encouraged." (p. 233)