Walton, M.
(1991).
Deming management at work.
"In the words of W. Edwards Deming, 'The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people do a better job with less effort.' " (p. 236)
Walton, M.
(1988).
The Deming Management Method.
"Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear." (p. 73)
Gilbert, P.
(1992).
Depression: the evolution of powerlessness.
"There is, therefore, an archetypal fear of outsiders and also of being made an outsider. Many films and other forms of art reflect this basic fear. Furthermore, group membership is an important aspect of self-esteem and self-identity (see Abrams et al., 1990, and Chapter 7 this volume). Another interesting observation is that following loss of rank an animal (e.g., in gorillas) may take up a solitary life. Once someone has involuntarily fallen in rank (been deposed) they can be ejected from groups quite quickly. Group living, therefore, runs parallel with the need to feel part of a group, supported by a group, and hence free from potential persecution. Lone primates often find it difficult to be accepted in a group unless they can make some bid for dominance or attract allies. In humans also non-acceptance can elicit aggression, but submission/ withdrawal/ avoidance is probably more common." (p. 181)
Barell, J.
(2003).
Developing More Curious Minds.
"[Colleen Rowley replied to the Senate Judiciary Committee], 'I go back to the "don't rock the boat, don't ask a question" problem.' Any question, she said, might be perceived as a 'complaint', or 'as a challenge to somebody higher up and they get mad or whatever' (Excerpts...,2002)." ...
"People who ask 'hard questions' too often have been fired because of their challenges to accustomed ways of thinking and doing business." (p. 6)
Pollan, S. M., & Levine M.
(1998).
Die Broke.
And if you want self-actualization, look for it in all that you do outside of your work. Be the best spouse, parent, child, neighbor, friend and citizen you can be, and you'll be far closer to reaching your true human potential than if you concentrated on being the best accountant you can be." (p. 29)
Foucault, M.
(1995).
Discipline and punish : the birth of the prison.
"Disciplinary power...is exercised through its invisibility; at the same time it imposes on those whom it subjects a principle of compulsory visibility. In discipline, it is the subjects who have to be seen. Their visibility assures the hold of the power that is exercised over them. It is the fact of being constantly seen, of being able always to be seen, that maintains the disciplined individual in his subjection. And the examination is the technique by which power, instead of emitting the signs of its potency, instead of imposing its mark on its subjects, holds them in a mechanism of objectification. In this space of domination, disciplinary power manifests its potency, essentially, by arranging objects. The examination is, as it were, the ceremony of this objectification." (p. 187)
Rudolph, B.
(1998).
Disconnected: How Six People from AT&T Discovered the New Meaning of Work in a Downsized Corporate America.
"Surely the old social contract, that basic exchange of loyalty for security, has been destroyed....
Some business theorists envision a new workplace that will accomodate both organizational flexibility and individual fulfillment. In their hopeful vision, companies will offer opportunities; employees will provide labor and talent. Workers will shuttle between projects and employers while organizations add and subtract staffers in a seamless ebb and flow.
Can we allow ourselves any such optimism? If the experiences of these six people are any indication, this process will be messy, and the concomitant dislocation severe. 'I must manage my own career' is indeed the brave new rallying cry of today's company man, but it must be tempered by one basic fact: Power, as ever, resides with the organization." (p. 200)