Carr, A. Z.
(1969).
Business as a Game.
"Men down the line often tend to judge the boss with unrealistic severity—to expect perfection from him, complete rationality, absolute efficiency. Yet a little observation tells us that business is not carried out in a rational way....Wastefulness, shortsighted policies, impulsive moves, excessive use of trial and error methods, strange personal quirks in high places—all this is normal in business." (p. 71)
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)
Bly, C.
(1996).
Changing the Bully Who Rules the World: Reading and Thinking about Ethics.
"We serious readers like to meditate upon villainy when we find it in life or in books. Such meditating makes us feel philosophical. Helping professionals are less peaceable. They think of human cruelty as something to study with the unswerving goal of getting rid of it. They interest themselves with, among other subjects, a spectacular specialty of villainy that would have made the poet Tom McGrath prick up his ears—that is, the villainous cunning by which a few human beings condition whole enclaves of other human beings dutifully to commit large-scale cruelty. They regard cruelty the way physicians regard a bacterium or a virus: first, they identify it as fast as they can—get its measure, so to speak, figure out its lifestyle and habitat of choice—and then second, they devise for it the most hostile environment that their technical prowess can invent. We would be furious if our doctor looked into our sore throat, drew back, and then cried out, 'How utterly fascinating! How extraordinary, really, the way those germs writhe and thrive in the host's dark vault of throat!' We want the doctor to be a confrontational agent of change, not an aesthete. If our doctor won't get rid of those squatters we'll find another doctor who will." (p. xxii)
Shafritz, J. M., & Hyde A. C.
(1987).
Classics of Public Administration.
"The philosophy of management by directive and control—regardless of whether it is hard or soft—is inadequate to motivate because the human needs on which this approach relies are today unimportant motivators of behavior. Direction and control are essentially useless in motivating people whose important needs are social and egoistic. Both the hard and the soft approach fail today because they are simply irrelevant to the situation." (p. 260)