Brod, C.
(1984).
Techno Stress: The Human Cost of the Computer Revolution.
"Unemployment ultimately eats away at self-esteem. We normally spend much of our time discussing work, socializing with our co-workers, and thinking about our jobs. We identify with the work we do. Status is earned according to what we do, how much we earn, and whether or not we supervise others, and, if so, how many. Our sense of worth, confidence, and security disappears when we lose our jobs." (p. 57)
Postman, N.
(1993).
Technopoly: The Surrender of Culture to Technology.
"In the work of Frederick Taylor we have, I believe, the first clear statement that society is best served when human beings are placed at the disposal of their techniques and technology, that human beings are, in a sense, worth less than their machinery." (p. 52)
Yalom, I. D.
(1995).
The theory and practice of group psychotherapy.
"In their classic research on three different styles of leadership, White and Lippit noted that a group is more likely to develop disruptive in-group and out-group factions under an authoritarian, restrictive style of leadership. Group members, unable to express their anger and frustration directly to the leader, release these feelings obliquely by binding together and mobbing or scapegoating one or more of the other members." (p. 330)
Ouchi, W. G.
(1981).
Theory Z: How American Business Can Meet the Japanese Challenge.
"A Japanese company committed to lifetime employment will go to great lengths to build loyalty among its employees by ensuring fair and humane treatment. In the United States, by comparison, an alienated, disgruntled employee can be laid off during the next downsizing in the business cycle and thus represents only a short-term burden to the employer. The problem is purely one of incentives. People committed to long-term relationships with one another have strong commitments to behave responsibly and equitably towards one another." (p. 34)
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)
Bolles, R. N.
(1978).
The three boxes of life: and how to get out of them : an introduction to life/work planning.
"In a study prepared by professor M. Harvey Brenner of Johns Hopkins University for the Joint Congressional Economic Committee, every rise in the unemployment rate in this country has been followed by increases in 'seven indicators of social stress': homicide, suicide, deaths from cardiovascular and kidney disease, deaths from cirrhosis of the liver, total number of deaths, admissions to mental hospitals, and the number of people sent to jail for crimes." (p. 249)
Peters, T. J.
(1987).
Thriving on Chaos.
"It's absurd! We don't want for evidence that the average worker is capable of moving mountains—if only we'll ask him or her to do so, and construct a supportive environment. So why don't we do it?...
I am frustrated to the point of rage—my files bulge with letters about the power of involvement. Sometimes it's planned, and I'll talk about that. Sometimes it's inadvertent. But the result is always the same: Truly involved people can do anything!" (p. 286)
Gladwell, M.
(2002).
The Tipping Point: How Little Things Can Make a Big Difference.
"The mistake we make in thinking of character as something unified and all-encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people's behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a 'dispositional' explanation for events, as opposed to a contextual explanation."
Petroski, H.
(1994).
To Engineer is Human: The role of failure in successful design.
"There is a familiar image of the writer starting at a blank sheet of paper in his typewriter beside a wastebasket overflowing with crumpled false starts at his story. This image is true figuratively if not literally, and it represents the frustrations of the creative process in engineering as well as in art." (p. 75)
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)
de Unamuno, M.
(1954).
Tragic Sense of Life.
"To have recourse to those ambiguous words, 'optimism' and 'pessimism', does not assist us in any way, for frequently they express the very contrary of what those who use them mean to express. To ticket a doctrine with the label of pessimism is not to impugn its validity, and the so-called optimists are not the most efficient in action. I believe, on the contrary, that many of the greatest heroes, perhaps the greatest of all, have been men of despair and that by despair they have accomplished their mighty works." (p. 130)