Greider, W.
(2003).
The Soul of Capitalism: Opening Paths to a Moral Economy.
"Employers are willing to pay a higher cost for temp laborers because they are disposable. 'We call it pimping people out,' says Suzie Qusenberry, 'because that's really what it is. I'm going to pimp you out for $8 an hour and all you're going to get is $5.35.' They take the money and you do the work. Isn't that just like pimping?'"
Robinson, J.
(2003).
Work to Live.
"We fear the silence of time not filled, the questions and self-judgment that may come up when we're not completely consumed with work or other distractions. Yet it's precisely the ability to stop and still your mind long enough to figure out what you need in life and whether your current course is getting you there that allows you to reach your goals. It frees you from the external noise to find out what a meaningful life is for you. Otherwise, you're running blind on somebody else's track, where busyness and productivity substitute for what's missing inside, peace of mind, which can only be generated within that same mind." (p. 141)
Gratzon, F.
(2003).
The Lazy Way to Success.
222.
"Any individual or business that wants great success must take the concept of play seriously. For that matter, play should be the only thing taken seriously. Play in the workplace is not frivolous, as the hard work advocates would have you believe. Quite the contrary, play has enormous practical value...Play allows the mind to flow without restrictions—to explore, to experiment, to question, to take risks, to be adventurous, to create to innovate, and to accomplish—without fear of rejection or disapproval. Thus a business that regards fun as "unprofessional" or "improper" or "trivial" or "out of place" stifles the creative and progressive process. That’s like running a highly competitive race with one foot stuck in a bucket."
Frost, P. J., Nord W. R., & Krefting L. A.
(2003).
Managerial and organizational reality: stories of life and work.
"Defamation attempts to cut the reformer off from a potentially sympathetic following by attributing his attempts at reform to questionable motives, underlying psychopathology, or gross incompetence. This three-pronged attack is meant to blackmail the reformer into submission and to transform a sympathetic following into a mistrustful crowd of onlookers or an angry mob that feels resentful at having been deceived by the reformer." (p. 331, Rory O'Day)
Dyckman, J. M., & Cutler J. A.
(2003).
Scapegoats at Work: Taking the Bull's-eye Off Your Back.
212.
Abstract
"There is almost always some truth to the accusations against a scapegoat, but many other sins are laid against their name that rightly belong elsewhere. Punishing or excluding the scapegoat serves to relieve the system of the need to examine the structural problems of the system and of all concerned to explore their own participation in the problem. The ability of scapegoating to provide simple apparent 'solutions' to complex problems is part of its power." (p. 11)