Haden Elgin, S.
(1985).
The Gentle Art of Verbal Self-Defense.
"It ought to be true that the support structure and the job success would come of themselves, automatically, as a result of your being a good person who does your work properly. I am sorry to have to tell you that the game is not played that way. People who assume it is will be trampled upon and will usually never know what hit them." (p. 244)
Halperin, D. A.
(1989).
Group Psychodynamics: New Paradigms and New Perspectives.
"Sifneos coined the term alexithymia or 'the absence of words for feelings'. He described alexithymic patients as having an impoverishment of fantasy life, a constriction of emotional functioning, and a tendency to describe endless situational details or symptoms." (p. 171)
Hamel, G., & Prahalad C. K.
(1994).
Competing for the Future.
"There beats in every person the heart of an explorer. The joy of discovery may be found in the pages of a new cookbook, in a brochure of exotic vacations, in an architect's plans for a custom-built home, in the trek to a remote trout stream, in the first run down a virgin-powdered ski slope, by the opportunity to explore the unfamiliar. Thus, it's not surprising that when a company's mission is largely undifferentiated from that of its competitors, employees may be less than inspired." (p. 132)
Handy, C.
(1994).
The Empty Raincoat.
"If we are not machines, random accidents in the evolutionary chain, we need to have a sense of direction." (p. 263)
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)
Hanh, T. N.
(2008).
The Art of Power.
"If we water the seed of anger or hatred, it will make the living room of our mind a hell for ourselves and our loved ones." (p. 18)
Hanson, D. S.
(1996).
A Place to Shine: Emerging from the Shadows at Work.
"After thirty years of practicing the art of leadership and listening to the students in my classes talk about their work, I have concluded that in order to shine in our work, we must be given the opportunity to love as well as to work. And both in the same place. We need to feel that we have the freedom to create, to develop our special gifts in ways that are unique to our calling. But we must also be given the opportunity to connect our gifts with others, to feel that our gifts, and thus our very selves, are confirmed by others who care about us."
Hawken, P.
(1988).
Growing a business.
"Like canny investors, employees know exactly how much of themselves they will invest in a given work situation before they feel taken for granted or ripped off. For pragmatic reasons of productivity and employee satisfaction, if for no other reason, I advise employee ownership. Nevertheless, it is not a panacea. lf it is instituted as a 'technique,' it has no meaning and can backfire. There is no point in sharing equity if it does not stem from your sense of fairness. If you are not a fair person, don't fake it. Employees resent hypocrisy more than greed.
Fairness is something people feel. You cannot fool workers with fancy titles, by calling people 'associates' or holding pep rallies, or by convoluted profit-sharing schemes that vest on the seventieth birthday. So often in business literature the question comes up as to what is the best way to treat your employees. It is a question with no meaning. The question you should always ask is what do you think of your employees. What you think about the people you work with will decide how you treat them, and will determine how you structure your company." (p. 114)
Heatherton, T. F.
(2003).
The Social Psychology of Stigma.
"How do people come to accept their own unjust treatment of the stigmatized? Ideological commitments lead them to self-justification. A justification ideology exempts stigmatized individuals from full moral inclusion, and as a result, the stigma in conjunction with the ideology can lead to rough treatment." (p. 128)