Thoreau, H. D., Torrey B., & Sanborn F. B.
(1906).
The Writings of Henry David Thoreau: Cape Cod and Miscellanies.
"If a man was tossed out of a window when an infant, and so made a cripple for life, or scared out of his wits by the Indians, it is regretted chiefly because he was thus incapacitated for — business! I think that there is nothing, not even crime, more opposed to poetry, to philosophy, ay, to life itself, than this incessant business." (p. 457)
Boulanger, G.
(2011).
Wounded By Reality: Understanding and Treating Adult Onset Trauma.
207.
Abstract
"Finding a way to tell trauma is always a tricky business. Whether it's a memoir, a biography, or a narrative spoken to a therapist, finding the words to describe it, to relive it, to bear witness to it, and ultimately to make meaning of it, is no small feat. Sometimes words are too much, sounding shrill or mawkish; more often they are not enough, becoming numb and impersonal. Either way, meaning has been leeched out of them."
Hirschorn, L.
(1990).
The Workplace Within: Psychodynamics of Organizational Life.
"Irrational processes highlight the limits of classical organization theory. Theorists such as Simon, Thompson, and Galbraith* have argued that all organizations face continuing uncertainties and have suggested that organizational routines and structures, such as maintaining inventory to meet unpredictable demands for products, are mechanisms for reducing uncertainty. But because these theorists have not linked the experience of uncertainty to people's feelings of anxiety, they have posed the issue of uncertainty too narrowly and have proposed solutions that rely on such rational methods as mathematical calculation and organization design. When anxiety intrudes, rational procedures are distorted by irrational processes. For example, the managers of the manufacturing and sales departments in many companies fight chronically with one another over inventory policy, each blaming the other for the gap between market demand and company supply. Because they feel anxious, they project their sense of blame and failure outward, often scapegoating the person they must cooperate with to reduce the uncertainty they face." (p. 3)
Westhues, K.
(2004).
Workplace mobbing in academe : reports from twenty universities.
"Mobbing is like a tornado boiling up during stormy, unsettled, inclement times at work. Such times occur in all workplaces, academic ones not least, and everybody knows the signs: disputed decisions, angry words, bruised egos, and tension in the air. Usually such periods of conflict blow over like a summer storm and things settle down again, leaving minor damage to productivity and human relations, damage repaired in subsequent weeks and months.
People who have lived through a tornado, however, know what meteorologists have determined scientifically, that this is not just a 'bad storm', but a distinct kind of near-total devastation categorically apart. That is what workplace mobbing is: a destructive social process arising out of unsettled relations at work, similar to the storms of everyday conflict but of such force, fury, terror and ruination as to warrant its own name, separate study, and specific safeguards." (p. 2)
Esty, K. C., Griffin R., & Hirsch M. S.
(1995).
Workplace diversity.
"We think minimizing distinctions makes sense. Research informs us that employees who feel 'out' or 'down' rather than 'in or 'up' also have less job satisfaction, less commitment, and less loyalty to their organization. As an individual manager or supervisor, you can minimize the scrambling after titles and perks by the way you behave. You might consider, for example, moving to a less desirable office space or eliminating some perks based solely on status. Managers who have tried this are often amazed at the positive results." (p. 110)
Shechtman, M. R.
(1995).
Working Without a Net.
"Self-disclosers explain to others who they are, not just what they do. No one builds relationships unless they reveal more than job-related facts. Contrary to the old paradigm—which held that others don't have the right to know about your personal life—the new paradigm says that it's a necessity that they know." (p. 71)