Lewinsohn, P. M., Munoz R., Youngren M. A., & Zeiss A. M.
(1978).
Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
Pinchot, G., & Pinchot E.
(1993).
End of Bureaucracy and the Rise of the Intelligent Organization.
"Give individuals choice of what teams to join. If members are recruited, not assigned, the people who end up in a team will tend to be those attracted to its specific purpose. Bureaucracies in which managers allocate staff find it very difficult to create the flexibility to accommodate much self-selection, especially after downsizing. People end up being assigned based on availability, skill, and project priority. Giving much priority to personal desire and enthusiasm is, in a bureaucracy, the exception rather than the rule." (p. 204)
Schermerhorn, J. R.
(1986).
Management for Productivity.
"Structure should accommodate the people within the system. People vary in their skills, interests, needs, personalities. These individual differences must be accommodated by organization structures to maximize support for individual work efforts." (p. 167)
Bonnie, R. J., & Monahan J.
(1996).
Mental Disorder, Work Disability, and the Law.
"Many mental health advocates and experts note the parallel between useful accommodations for people with psychiatric disabilities, such as workplace flexibility and an individualized approach to management, and good management practices that would benefit any worker. They assert that adjustments of job demands to the temperament, sensitivities, strengths, weaknesses, and preferences of a valued employee occur frequently." (p. 268)
Kafka, F., Muir E., & Muir W.
(1995).
The Metamorphosis, in the Penal Colony, and Other Stories.
"Yet the management overlooked this, because he was an extraordinary and unique artist. And of course they recognized that this mode of life was no mere prank, and that only in this way could he really keep himself in constant practice and his art at the pitch of its perfection." (The Hunger Artist, p. 231)
Weiner, D. L.
(2002).
Power freaks: dealing with them in the workplace or anyplace.
"Many years ago, we had a retiree who came back to work for us after his wife passed away. He only wanted to come in the office three times a week, for half days, which was fine with us. At the time, we had a window office available temporarily, so we put him there. A few months later we needed the office and so on his day off, we moved him to a nearby office across the hall. It never dawned on us that he would be offended, because of the few hours he put in every week and the fact that he was just happy to have a place to hang his hat. But he became so depressed when he saw where his desk was now that he could hardly speak to any of us. Worse, he couldn't get any work done. He told me over lunch that he hadn't felt such pain since his wife passed away and that he was actually embarrassed about it. Finally, we moved him back to a window office and he was fine." (p. 250)