Conley, C.
(2001).
The Rebel Rules: Daring to be Yourself in Business.
"Most people never make this connection [that their creative abilities are an asset]. They jump on society's bandwagon, averting the risk of repeating some painful childhood memory. They continue to fear and avoid dangers that, while once all too real, have no relevance in their lives today. Sometimes we even try to hide our youthful talents and gifts for fear they're not acceptable. The net result is a disconnected life—one that is too familiar to many of us." (p. 29)
Costley, D. L., Santana-Melgoza C., & Todd R.
(1993).
Human Relations in Organizations.
"One approach in dealing with the problems of individual versus organization in the bureaucratic model is to develop an impersonal approach to human relations. Managers become more impersonal in their dealings with employees and attempt to ignore individual differences and focus on the task accomplishments. This leads to individual dissatisfaction because the employees believe that the organization is impersonal and is using them like a machine." (p. 75)
Covey, S. R., Merrill R. A., & Merrill R. R.
(1994).
First Things First.
"Arnold Toynbee, the great historian, said that all of history can be written in a simple little formula—challenge, response. The challenge is created by the environment, and then the individual, the institution, the society comes up with a response. Then there's another challenge, another response. The formula is constantly being repeated.
The problem is that these responses become codified. They get set in cement. They become a part of the very way we think and the way we perform. They may be good procedures, good practices. But when we're faced with a new challenge the old practices no longer apply. They become obsolete. We're out in the wilderness trying to navigate with a road map." (p. 53)
Covey, S. R.
(1992).
Principle Centered Leadership.
"If we use an authoritarian or benevolent authoritarian approach to problem-solving, we slip into a kind of condescending or vertical communication pattern. If people sense that we are 'talking down' to them or that our motive is to manipulate them into making a change, they will resist our efforts." (p. 222)
Covey, S. R.
(1990).
The 7 Habits of Highly Effective People.
"There is the principle of potential, the idea that we are embryonic and can grow and develop and release more and more potential, develop more and more talents. Highly related to potential is the principle of growth—the process of releasing potential and developing talents, with the accompanying need for principles such as patience, nurturance, and trust." (p. 34)
Coyne, T.
(1998).
Your Life's Work.
"Most of the problems in the workplace today could be resolved by the unanimous application of the positive feelings of love, compassion, and respect." (p. 137)
Crosby, P. B.
(1980).
Quality Is Free.
"Objectivity comes with not placing the blame for problems on individuals. Aim the questions and probing at the job. The job is what failed, not the individual. It may be that the two are imperfectly matched and you have to change one or the other. Either way, the individual has the chance to improve another time, under different conditions." (p. 75)
Csikszentmihalyi, M.
(1990).
FLOW: the Psychology of Optimal Experience.
"Each of us has a picture, however vague, of what we would like to accomplish before we die. How close we get to attaining this goal becomes the measure of the quality of our lives. If it remains beyond reach, we grow resentful or resigned; if it is at least in part achieved, we experience a new sense of happiness and satisfaction." (p. 9)
Culbert, S. A.
(2011).
Why Your Boss Is Wrong About You.
"Under such a system [of performance appraisal], in which one's livelihood can be destroyed by a self-serving boss trying to meet a budget or please the higher-ups, what employee would ever speak his mind? What employee would ever say that the boss is wrong, and offer an idea on how something might get done better?
Only an employee looking for trouble."