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)
Tolle, E.
(2007).
The Art of Presence.
"I'm not allowing this world to drive me insane—because the world will do it, because the world is the externalized human mind." (Chapter 2 @1:27:30)
O'Toole, J., Lawler E. I. I. I., & Meisinger S. R.
(2007).
The New American Workplace.
"In particular, there was growing evidence that if unnecessary job stress could be reduced, workers would suffer fewer heart attacks and strokes.... Moreover, a growing body of data suggested that many mental health problems have their genesis at work, and excessive drug and alcohol use are linked with certain occupations and conditions of employment." (p. 103)
Stout, M.
(2007).
The paranoia switch.
One instructive example is the Office of Financial Management at the University of Washington, which reports that those who are willing to admit mistakes belong to a category of leaders who have a genuine 'work process focus,' a quality that involves recognizing and supporting the team, and an interest in how the job gets done. In contrast, those who lead by using our fears focus solely on achieving and maintaining personal influence—regardless of how this is accomplished—and characteristically such leaders are unwilling to acknowledge their mistakes." (p. 182)
Tennant, D.
(2007).
Do You Exist?.
Computerworld. "You can no longer expect your professional standing to progress if you dont have an easily accessible, broadly informative presence on the Web. And while that virtual existence is essential in itself, it's not enough. You have to contribute something..."