Jews From The United States

"For generation accustomed to thinking of the United States as the world's leading industrial power, something was lost when the U.S, became the world's largest debtor."

"In a city where buzzwords and catch phrases have a half-life of perhaps six months to a year, the term and the concept of "competitiveness" have lasted much longer; there is every sign we'll hear it for many years to come."

"Like concepts such as national energy policy or war on drugs, competitiveness covers a lot of territory"

"The aims of social science with respect to human organizations are like those of any other science with respect to the events and phenomena of its domain. Social scientists wish to understand human organizations, to describe what is essential in their form, aspects, and functions."

"Social organizations are flagrantly open systems in that the input of energies and the conversion of output into further energy input consists of transactions between the organization and its environment."

"An organization which depends solely upon its blueprints of prescribed behavior is a very fragile social system."

"Value-expressive attitudes not only give clarity to the self-image but also mold the self-image closer to the heart’s desire."

"Racial prejudice is thus a generalized set of stereotypes of a high degree of consistency which includes emotional responses to race names, a belief in typical characteristics associated with race names, and an evaluation of such traits."

"In the most general sense, organizational psychology is the scientific study of individual and group behavior in formal organizational settings. Katz and Kahn, in their classic work, The Social Psychology of Organizations (1978), stated that the essence of an organization is “patterned” human behavior. When behavior is patterned, some structure is imposed on individuals. This structure typically comes in the form of roles (normative standards governing behavior) as well as a guiding set of values. An organization cannot exist when people just “do their own thing” without any awareness of the behavior of others."

"Katz and Kahn's (1966) The Social Psychology of Organizations has been the most influential. It remains one of the most widely read texts on organizational behaviour. Katz and Kahn develop a perspective in which the systems metaphor is used to mediate approaches as diverse as Marxism, human relations and event-structure theory.... In the synthesizing of structural-functionalism with the principles of general systems theory, Katz and Kahn develop a process model for interpreting organizational actions in terms of input, throughput and output. Their thesis revolves around the notion that formal social systems are homoeos- tatic, possessing qualities of negative entropy, feedback, differentiation and equifinality."

"The employee-oriented supervisor, in contrast to the production-oriented, or institution-oriented supervisor gives major attention to creating employee motivation. The specific ways in which he does this may vary from situation to situation, but they contribute to a supportive personal relationship between himself and his work group members"

"The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate"

"Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival."

"The open system approach to organizations is contrasted with common-sense approaches, which tend to accept popular names and stereotypes as basic organizational properties and to identify the purpose of an organization in terms of the goals of its founders and leaders. The open system approach, on the other hand, begins by identifying and mapping the repeated cycles of input, transformation, output, and renewed input which comprise the organizational pattern. This approach to organizations represents the adaptation of work in biology and in the physical sciences by von Bertalanffy and others."

"The homeostatic principle does not apply literally to the functioning of all complex living systems, in that in counteracting entropy they move toward growth and expansion."

"System theory is basically concerned with problems of relationships, of structure, and of interdependence rather than with the constant attributes of objects. In general approach it resembles field theory except that its dynamics deal with temporal as well as spatial patterns. Older formulations of system constructs dealt with the closed systems of the physical sciences, in which relatively self-contained structures could be treated successfully as if they were independent of external forces. But living systems, whether biological organisms or social organizations, are acutely dependent on their external environment and so must be conceived of as open systems"

"In a very real sense we have two minds, one that thinks and one that feels. These two fundamentally different ways of knowing interact to construct our mental life."

"IQ is a genetic given that cannot be changed by life experience, and that our destiny in life is largely fixed by these aptitudes."

"… I discovered … an alternate psychological system. … Abhidharma, which is the Sanskrit term for this model of mind. Then I started writing about it in psychology journals, albeit very obscure psychology journals, because they were the only ones that were interested. … it was important to bring this news to Western psychology because … it …extend(ed) the horizon line of the potential of being human. … if psychology’s about anything, it’s about the mind and what are it’s (sic) upper limits; what are the worst places we can go, what are the best places we can go? And this described some best places that we hadn’t heard of yet…"

"‘My hypotheses are generated from experience with TM but are framed in terms of meditation in general in the hope that they will be tested on a variety of different systems’."

"transcendental meditation (sic) as taught by Maharishi Mahesh Yogi is the one I’ve practiced longest, am most thoroughly familiar with theoretically, and about which I hypothesize here. Transcendental meditation (sic), or TM, like most yoga systems taught in the US, traces its roots back to the tradition of which Patanjali’s Yoga Sutras is the classic statement."

"… a psychological system (was) at the heart of Buddhism … absolutely unknown in Western psychology. … I started to write about it, and the way it worked with the mind, the way it conceived of what you could do to transform the mind, … meditation was very much at the heart of that. … Western psychology did not understand that … meditation did transform the mind, and now we know, the brain. No one had ever heard of the word, neuroplasticity in the 1970s, … repeated experiences change the structure and function of the brain was implicit in Buddhist psychology and unknown in Western psychology. … you could transform the mind, to the point where, … your inner emotional state was not at the whim of external conditions, but was an ongoing, …equanimous state that was one of kindness. This was inconceivable. … I would say psychologists in the 2010s don’t think about it that much as whole."

"There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers — wherever in the organization that person is, whether shop steward, team head, or CEO."

"If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far."

"Goleman deserves credit for systematically testing the Indian systems using the scientific method and establishing their credibility. But this need not erase the source tradition in the process. When knowledge is appropriated from ancient Greece, for instance, it is duly acknowledged as such, and the same standard must apply in the case of Indian knowledge. Such acknowledgment keeps the knowledge system alive in its native form so it can enrich us further."

"Effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership."

"Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority."

"Emotional Intelligence' refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. It describes abilities distinct from, but complementary to, academic intelligence, the purely cognitive capacities measured by IQ."

"Our emotional intelligence determines our potential for learning the practical skills that are based on its five elements: self-awareness, motivation, self-regulation, empathy, and adeptness in relationships"

"Feelings are self-justifying, with a set of perceptions and "proofs" all their own."

"There is an old-fashioned word for the body of skills that emotional intelligence represents: character."

"People who are emotionally adapt — who know and manage their feelings well, and who read and deal effectively with other people's feelings — are at an advantage in any domain in life, whether in romance and intimate relationships or picking up the unspoken rules that govern success in organizational politics."

"We know, since the theory of relativity at least, that empirical sciences are to some degree free in defining dynamical concepts or even in assuming laws, and that only a system as a whole which includes concepts, coordinating definitions, and laws can be said to be either true or false, to be adequate or inadequate to empirical facts. This "freedom," however, is a somewhat doubtful gift. The manifold of possibilities implies uncertainty, and such uncertainty can become rather painful in a science as young as psychology, where nearly all concepts are open and unsettled. As psychology approaches the state of a logically sound science, definitions cease to be an arbitrary matter. They become far-reaching decisions which presuppose the mastering of the conceptual problems but which have to be guided entirely by the objective facts."

"The young mathematical disciple might be of some help in making psychology a real science."

"The choice between two pleasant things is generally easier than that between two unpleasant unless questions are involved which cut deeply into the life of the individual. Such a conflict situation can upon occasion also lead to an oscillation between two attractions. It is of considerable importance that in these cases a decision between two attractions. It is of considerable importance that in these cases a decision or one goal alters its valence in such a way as to make it weaker than that of the renounced goal."

"Accordingly, three fundamental types of the conflict situation are possible. i. The individual stands between two positive valences of approximately equal strength (Fig. 7). An instance of this sort is that of Buridan's ass starving between two stacks of hay. In general this type of conflict situation is solved with relative ease. It is usually a condition of labile equilibrium."

"A conflict is to be characterized psychologically as a situation in which oppositely directed, simultaneously acting forces of approximately equal strength work upon the individual."

"The valence of an object usually derives from the fact that the object is a means to the satisfaction of a need, or has indirectly something to do with the satisfaction of a need."

"[Progress in psychology depends] upon keeping in mind that general validity of the law and concreteness of the individual case are not antitheses, and that reference to the totality of the concrete whole situation must take the place of reference to the largest possible historical collection of frequent repetitions. This means methodologically that the importance of a case, and its validity as proof, cannot be evaluated by the frequency of its occurrence. Finally, it means for psychology, as it did for physics, a transition from an abstract classificatory procedure to an essentially concrete constructive method."

"In the psychological fields most fundamental to the whole behavior of living things the transition seems inevitable to a Galileian view of dynamics, which derives all its vectors not from single isolated objects, but from the mutual relations of the factors in the concrete whole situation, that is, essentially, from the momentary condition of the individual and the structure of the psychological situation. The dynamics of the processes is always to be derived from the relation of the concrete individual to the concrete situation, and, so far as internal forces are concerned, from the mutual relations of the various functional systems that make up the individual."

"Do not in any way 'prove the rule,' but on the contrary are completely valid disproofs, even though they are rare, indeed, so long as one single exception is demonstrable."

"The outlook of a Bruno, a Kepler, or a Galileo is determined by the idea of a comprehensive, all-embracing unity of the physical world. The same law governs the courses of the stars, the falling of stones, and the flight of birds. This homogenization of the physical world with respect to the validity of law deprives the division of physical objects into rigid abstractly defined classes of the critical significance it had for Aristotelian physics, in which membership in a certain conceptual class was considered to determine the physical nature of an object."

"In 1946, a Macy Foundation interdisciplinary conference was organized to use the model provided by "feedback systems," honorifically referred to in earlier conferences as "teleological mechanisms," and later as "cybernetics," with the expectation that this model would provide a group of sciences with useful mathematical tools and, simultaneously, would serve as a form of cross-disciplinary communication. Out of the deliberations of this group came a whole series of fruitful developments of a very high order. Kurt Lewin (who died in 1947) took away from the first meeting the term "feedback". He suggested ways in which group processes, which he and his students were studying in a highly disciplined, rigorous way, could be improved by a "feedback process," as when, for example, a group was periodically given a report on the success or failure of its particular operations."

"If you want truly to understand something, try to change it."

"A successful individual typically sets his next goal somewhat but not too much above his last achievement. In this way he steadily raises his level of aspiration... The unsuccessful individual on the other hand, tends to show one of two reactions: he sets his goal very low, frequently below his past achievement... or he sets his goals far above his abilities."

"To instigate changes toward democracy a situation has to be created for a certain period where the leader is sufficiently in control to rule out influences he does not want and to manipulate the situation to a sufficient degree. The goal of the democratic leader in this transition period will have to be the same as any good teacher, namely to make himself superfluous, to be replaced by indigenous leaders from the group."

"For any type of social management, It is of great practical importance that levels of quasi-stationary equilibria can be changed in either of two ways: by adding forces in the desired direction, or by diminishing opposing forces."

"The study of the conditions for change begins appropriately with an analysis of the conditions for “no change,” that is, for the state of equilibrium."

"Any planned social change will have to consider a multitude of factors characteristic for the particular case. The change may require a more or less unique combination of educational and organizational measures; it may depend upon quite different treatments or Ideology, expectation and organization. Still, certain general formal principles always have to be considered."

"The objective of social change might concern the nutritional standard of consumption, the economic standard of living, the type of group relation, the output of a factory, the productivity of an educational team. It is important that a social standard to be changed does not have the nature of a “thing” but of a “process.”."