French, W. L., & Bell C. H.
(1998).
Organization Development : Behavioral Science Interventions for Organization Improvement.
"Two basic assumptions about individuals in organizations pervade organization development. The first assumption is that most individuals have drives toward personal growth and development if provided an environment that is both supportive and challenging. Most people want to develop their potential. The second assumption is that most people desire to make, and are capable of making, a greater contribution to attaining organization goals than most organizational environments permit." (p. 67)
Berry, L. L.
(1995).
On Great Service: A Framework for Action.
"Job-relevant learning is a good tonic that helps human beings overcome the repetitiousness, fatigue, 'onstage' pressures, and sense of powerlessness that accompany many service roles. Personal growth is a source of self-esteem for people in jobs that can burn up esteem as though it were jet fuel." (p. 189)
Bennis, W. G.
(1994).
On Becoming a Leader.
"In sum, we have the means within us to free ourselves from the constraints of the past, which lock us into imposed roles and attitudes. By examining and understanding the past, we can move into the future unencumbered by it. We become free to express ourselves, rather than endlessly trying to prove ourselves." (p. 79)
Bennis, W. G.
(1999).
Old Dogs, New Tricks: On Creativity and Collaboration.
"The lack of candor is one of the biggest tragedies in organizations because we don't speak truth to power. And so people who know the truth don't speak the truth where it would help. In my own study, I discovered that seven out of ten people will not speak up even if they know that what their boss is going to do is going to get him and the company in trouble. They will not be candid. They are not encouraged to speak up—they see dissenters being punished, not rewarded, and so the truth never gets out. There is no incentive for speaking up." (p. 34)