Sanford, J. A.
(1993).
C.G. Jung and the Problem of Evil: The Strange Trial of Mr. Hyde.
"To the extent that we are egocentric we live in fear, under a sense of constant threat. We also live out and fulfill only a small portion of our personalities, because the egocentric life is a cramped life. It is like living inside a walled, heavily defended castle. Here we try to feel secure, but it does not occur to us that our castle is also our prison." (p. 133)
Foucault, M.
(1995).
Discipline and punish : the birth of the prison.
"The practice of placing individuals under 'observation' is a natural extension of a justice imbued with disciplinary methods and examination procedures. Is it surprising that the cellular prison, with its regular chronologies, forced labour, its authorities of surveillance and registration, its experts in normality, who continue to multiply the functions of the judge, should have become the modern instrument of penalty? Is it surprising that the prisons resemble factories, schools, barracks, hospitals, which all resemble prisons?" (p. 227)
Oakley, E., & Krug D.
(1994).
Enlightened Leadership : Getting to the Heart of Change.
"When playing the corporate game of seeing who acquires more power, who is most right, who has the best ideas, and who is going to look the best, we become reluctant to take the risk of having people do anything outside of our direct control. Therefore, we become hesitant to delegate responsibility, and stifle the creativity and effectiveness of our people. We also become less likely to take risks ourselves and tend to rely on the perceived safety of the 'way we've always done it around here.' We seek the comfort of the established methods, policies, and procedures. We lock ourselves in our own boxes." (p. 218)
Solzhenitsyn, A.
(2007).
The Gulag Archipelago Abridged: An Experiment in Literary Investigation (P.S.).
"So, what is the answer? How can you stand your ground when you are sensitive to pain, when people you love are still alive, when you are unprepared?
What do you need to make you stronger than the interrogator and the whole trap?
From the moment you go to prison you must put your cozy past firmly behind you. At the very threshold, you must say to yourself: 'My life is over, a little early to be sure, but there's nothing to be done about it. I shall never return to freedom. I am condemned to die—now or a little later. But later on, in truth, it will be even harder, and so the sooner the better. I no longer have any property whatsoever. For me those I love have died, and for them I have died. From today on, my body is useless and alien to me. Only my spirit and my conscience remain precious and important to me.'
Confronted by such a prisoner, the interrogation will tremble.
Only the man who has renounced everything can win that victory."
Not to make light of Solzhenitsyn's very real and horrifying account, this passage reminded me of the following quote from Pritchett: "Visionaries have to come to work willing to be fired. That's the price you must pay. You've got to be willing to take chances, to speak up, to rattle cages, to challenge the basic premises, to suggest a better way of doing things."
Morgan, G.
(1986).
Images of Organization.
As we examine the bureaucratic form of organization, therefore, we should be alert to the hidden meaning of close regulation and supervision of human activity, the relentless planning and scheduling of work, and the emphasis on productivity, rule following, discipline, duty, and obedience. The bureaucracy is a mechanistic form of organization, but an anal one too. And not surprisingly, we find that some people are able to work in this kind of organization more effectively than others. If bureaucracies are anal phenomena encouraging an anal style of life, then such organizations will probably operate most smoothly when employees fit the anal character type and can derive various hidden satisfactions from working in this context." (p. 209)
Morgan, G.
(1998).
Images of Organization: The Executive Edition.
"The groupthink phenomenon has been reproduced in thousands of decision-making situations in organizations of all kinds. It may seem overly dramatic to describe the phenomenon as reflecting a kind of psychic prison. Many people would prefer to describe it through the culture metaphor, seeing the pathologies described in all the above examples as the product of particular cultural beliefs and norms. But there is great merit in recognizing the prison-like qualities of culture." (p. 186)
Maurer, H.
(1981).
Not Working: an Oral History of the Unemployed.
"There are people in this book whose living rooms have turned into prisons without bars, and others who gleefully feel they have escaped jobs that were jails. There are people who have been broken by years of idleness, and others who have discovered emotional resources that allow them to endure—even, in a way, to triumph. In short, the men and women in this book vary enormously. Yet amid the variety there is a common feeling, stated with bitter clarity at times, only half spoken at others, and occasionally not yet formed as a thought but rather a troubled notion whispering behind the words. It is a crime that has been committed." (p. 1)
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)
James, J.
(1997).
Thinking in the Future Tense.
"Psychologist Sheldon Kopp warned clients to plow the fields of their past if they wanted to be able to plant their own crops. Business consultant Peter Senge agreed: 'Structures of which we are unaware hold us prisoner. Once we can see them and name them they no longer have the same hold on us. This is as true for the organization as it is for the individual.'" (p. 41)
Beal, D.
(2001).
The Tragedy in the Workplace: The Longest Running Show in the Country.
"Because of the current ego-driven management, many people in the workplace feel as though they are in prison, with little freedom of expression or ability to perform and contribute at their highest level. Learning to face the ego and learning to become an enlightened leader are meaningful and necessary goals. As business leaders begin to personally transform, they will free the employees to work creatively and productively within an environment that fosters their true potential." (p. xxii)