In a blog years ago Paul Brown remarked successful people do not whine. Dan Rockwell also has posted interesting comments about whiners. In my brief research I did not find any workplace-relevant research specifically on whining. However I did find an interesting essay in Skidmore College’s Salmagundi Magazine, “Whining” by Daniel Harris published in 2006. Here are some thoughts from Harris’s essay. Any misinterpretations of this essay are mine.

• Our culture creates conditions for whining. We elevate success and instant gratification. Failures to achieve, to advance, to obtain, result in irritation and “petty grievances.”
• Whining is primal, “perhaps the first form of human behavior”, the baby cries for mother’s milk. We learn whining can be nourishing. 
• “Misery may love company but by no means does company reciprocate with the same fond feelings.” (p. 167)
• Because whining is intermittently reinforced, it becomes an enduring habit. It is “fueled by the partial fulfillment of our need for sympathy.”
• “Whining irritates us”, “every whine is a set up”, that preys on our conscience, our goodness, our sense of fairness. 
• Whining is “a form of bad story telling” depicting struggles between whiners and others, such as employee struggles with management, introducing a touch of melodrama into a perhaps otherwise uninteresting narrative.
• “Whiners are resistant to advice because they really don’t want problems solved.” (p. 169)
• Whining can be addictive because it elevates our self-importance vis-à-vis others who just accept their fates.
• Whining focuses on causes outside of one’s self, “through no fault of my own but through your fault, your negligence  . . .  not (shortcomings) of my talent.” (p. 170)

My Take-Aways:

Harris’s unit of analysis is the individual. There are interesting ideas here for research. How does individual whining affect a team, a group? Does it lower productivity? Should the supervisor counsel the whiner? Is whining a blindspot? If the person is not a perpetual whiner, why is this person whining now? Personal, perceptual, and/or attributional errors may be factors.

But what if the whining is situational, the cause shared by others? If many are whining, complaining, perhaps there is something management should address. Leaders should listen and try to understand the nature of group or organizational whining. Whining may be a symptom.

Harris, D. (Fall 2005 - Winter 2006). Whining. Salmagundi, 148/149, 165-170.

Image by OpenClipArt-Vectors obtained from pixabay.com/vectors/complaining-human-talk-unhappy-154204/

Modified from my blog of 12/31/2013. © John Ballard, PhD, 2020. All rights reserved.
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Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, and audiobook. The best-selling audiobook is narrated by Timothy Andrés Pabon.

How do CEOs view remote work? In September 2020 with the pandemic engulfing the world, The Wall Street Journal published remarks about remote work from 19 CEOs. The CEOs represented different sectors, different managerial philosophies. What follows is my brief analysis of these comments. 
 
I categorized remarks for each CEO as positive, negative, or “on the fence”. So how do the CEOs feel about remote work?

• 3 positive
• 9 negative
• 7 on the fence

Positive comments spoke to lessons learned:

• We adapted, we adjusted, hard to believe but we did it.
• Some work can be done well remotely. 

But the limitations of remote work drew more comments:

• “cannot get the same quality of work” 
• productivity drops
• need social interaction for personal and professional development
• for innovation, creativity we need people together

 
My take-aways:
 
1. My guess is that remote workers might be more positive than those in the C-suite. In the WSJ’s small sample there were those who felt remote work was problematic – less quality, less productivity, less innovation and creativity. In some organizations, in certain work cultures, this may be true. In other cases it may simply reflect attitudes about what it takes to lead that organization’s workforce.
 
2. Positive comments spoke to organizational resilience. We had to go to remote work and we did it. We adjusted. We adapted. And we are still getting the job done. The comments were not about advantages of remote work. 
 
3. What does the future hold? I expect to see large individual and organizational differences. Individuals will know whether they prefer remote work and may seek to be employed in organizations that allow that. Organizations' use of remote work will depend on environment and strategy. Many will go to a hybrid model, (1) either some workers in company offices and others at home or (2) workers rotating in and out depending on the week. 
 
4. The pandemic has forced leaders to make choices. Likewise it has broadened horizons of employees as to what is possible and what is not possible in their daily work life. Perhaps more importantly, the pandemic has given all of us an opportunity to reassess our priorities, our plans, our relationships, and how we want to live. 
  
 Illustration by RoadLight. https://pixabay.com/illustrations/remote-work-office-home-office-5491791/

 © John Ballard, PhD, 2021. All rights reserved.
_______________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, and audiobook. The best-selling audiobook is narrated by Timothy Andrés Pabon.
 
 

There is a goldmine of ideas and information in the "An Immigrant's Gift" interviews about the life and impact of Dr. Joseph Juran. Among those interviewed were Steve Jobs, Robert Galvin, Genichi Taguchi, Takeshi Kayano, W. Edwards Deming, Arturo Onnais, Gerald Hartman, Bob Scanlon, and more. The interviews are available online at Nova Southeastern University. Here is the history of An Immigrant's Gift archival project. 

Bob Scanlon was interviewed on October 29, 1992, in Atlanta, Georgia. At that time he was Director, Quality and Reliability Engineering for Southern Pacific Transportation Company. Scanlon got to know Dr. Juran during the sixteen years Scanlon worked for Caterpillar. Here he recalls asking Dr. Juran something different: advice on raising children. 

SCANLON: . . . I recall one conversation, as we 
were driving up to Aurora  . . . I have three 
daughters. And I was interested in getting a little advice on 
child rearing . . . I asked Dr. Juran . . . what 
advice would he give me on raising kids or  . . . through his experience, looking back, what was important, what wasn't?

And he just said: “Don't get hung up on the little issues. On the big issues, you'll know when 
it's time to take a stand, but don't get too inflexible. I guess the word would be, on the little things. Life's too precious to be 
fighting all the time.” I'm not 
articulating that very well but it was an interesting 
conversation. I enjoyed hearing his perspective on those 
kinds of issues. 

My take-away:  

This is great advice for leaders. “Don’t get hung up on the little issues . . . know when it’s time to take a stand, but don’t get too inflexible.” This theme is oft repeated but how well do we heed this advice? Consider:

"Often we allow ourselves to get all worked up about things that, upon closer examination, aren't really that big a deal. We focus on little problems and concerns and blow them way out of proportion" Richard Carlson, Don’t Sweat the Small Stuff

“Choose your battles wisely. After all, life isn't measured by how many times you stood up to fight. It's not winning battles that makes you happy, but it's how many times you turned away and chose to look into a better direction. Life is too short to spend it on warring. Fight only the most, most, most important ones, let the rest go.” C. Joybell C.

“Learning to choose our battles wisely is not only a smart thing to do; it is a requirement to guard the sanity of our lives. As humans we have limited time, energy and strength, which means we cannot engage ourselves in all the battles that come our way.” Rev. Francis Burgula.

“Any fool can criticize, complain, condemn, and most fools do. Picking your battles is impressive and fighting them fairly is essential.” Dale Carnegie.

What issues do we embrace? How much energy and time should we invest? How successful are we at making the right choices?

Burgula, F. (2007, August 2). Choose your battles wisely. Retrieved from http://www.fuelforfaith.com/fuel_for_faith_vault_articles_view.asp?ID=9

C. Joybell C. Retrieved from http://www.goodreads.com/quotes/tag/choose-your-battles-wisely

Carnegie, Dale. Cited by Judy Goldman in http://www.careerprofiles.com/career-coaching/blog-pick-your-battles-in-the-workplace/

Carson, C. (1996). Don’t Sweat the Small Stuff and It’s All Small Stuff. New York: Hyperion.

Image by Geralt. https://pixabay.com/illustrations/road-sign-attention-right-of-way-63983/

Modified from my blog of 4/10/2013. © John Ballard, PhD, 2020. All rights reserved.
_______________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, and audiobook. The best-selling audiobook is narrated by Timothy Andrés Pabon, 

My annual blog about the importance of reading books, modified from my previous January blogs. 

I start each new year with a question: What book are you reading now? My experience is the best leaders always have a book they are reading. Lifelong learning is essential to our growth.

But how do you nurture book reading in those who do not enjoy reading. For those in education, we lead by example. We share our stories, the role books have played in our lives. As parents, we read to our children. My Aunt Bertha Anne read to me in my very early years and nurtured my love of books.

What role do books play in your life? In your learning? My guess is that for many, we just don’t have enough time. Making time to read books is important. I usually have several books in my study that I am working through. On long trips I enjoy audiobooks. I have friends who like audiobooks best. Currently the audio version of my book Decoding the Workplace is outpacing the other formats.
 
2020 was different in that I did not read as wide a variety of books as I usually do. Two books about Abraham Maslow captured much of my attention. Personality & Growth: A Humanistic Psychologist in the Classroom by Abraham Maslow is fascinating for those who enjoy reading Maslow and about Maslow. This book consist mostly of complete transcripts of a Maslow course taught at Brandeis 1963-64 including student discussions. Rich insights for those of us interested in everything Maslow but probably less so for most people. I reviewed this book for the Journal of Humanistic Psychology. 

Transcend by Scott Barry Kaufman offers a reinterpretation of Maslow's hierarchy of needs supported by contemporary research. While I found interesting, I would have enjoyed editing. For me there were at least two books in this one volume: (1) A book about Maslow's hierarchy of needs and how his theory might be changed based on his thinking in his latter years. (2) A book that is about helping oneself grow and develop, a self-help book. On page 80 Scott discusses the audience for his book, those who "truly wish to self-actualize -- and even transcend." A good suggestion for your local library if they don't have it.   

As I work on my next career-oriented book, I am revisiting the extensive library of leadership or leader development books. I think Jeffrey Pfeffer sums up much of the leadership literature in his book Leadership BS. A welcome addition this year was Ron Riggio's Daily Leadership Development, which I blogged about in October.  

As we begin 2021, here are a few of the books I am reading or are on my reading list:

• Meditations by Marcus Aurelius
• How to Lead: Wisdom from the World's Greatest CEOs, Founders, and Game Changers by David Rubenstein
• The Body: A Guide for Occupants by Bill Bryson
• Space Odyssey: Stanley Kubrick, Arthur C. Clark, and the Making of a Masterpiece by Michael Benson
• The Apricot and the Moon Poems by Cathryn Essinger
• Rethinking Consciousness edited by John Buchanan and Christopher Aantoss
• Face It by Debbie Harry

“The man who does not read good books has no advantage over the man who can't read them”, Mark Twain. 

Or as the comedian Groucho Marx said, “Outside of a dog, a book is man's best friend. Inside of a dog it's too dark to read.”   
 
What are you reading?
_______________________
Image, my photo. 
​
© John Ballard, PhD, 2021. All rights reserved.
 _________________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Now also available as an audiobook and paperback. 

This time of the year I like to revisit a Christmas classic from Thomas Stetz of Hawaii Pacific University, “What Santa Claus Can Learn from I-O Psychology: Eight Performance Management Recommendations.” The Industrial-Organizational Psychologist originally published the article in 2012 and it can be read in full in the archives of the Society for Industrial and Organizational Psychology. Here I will summarize (and elaborate on) Dr. Stetz’s astute observations and recommendations concerning Santa Claus’s questionable performance management system.

1. “Develop refined rating scales.” How does Santa determine whether a child is “naughty” or “nice”? What is naughty? What is nice? How can a child improve performance if the child does not have clear guidelines and examples of the behaviors expected?
2. “Develop SMART performance objectives.” A child needs clear goals to be successful at “nice,” goals that are “specific, measureable, attainable, relevant, and time-bound.” Ideally these would flow from the family strategic plan.
3. “Increase feedback throughout the year.” It’s either a lump of coal or presents one day a year. 364 days with no feedback is just not acceptable in the 21st Century. If feedback is too much for Santa to handle, he should delegate and train others, such as parents. 
4. “Establish a naughty review board.” There may be review boards in organizations that are naughty; this recommendation concerns grievances. What’s a child to do if deemed naughty and considers this an unfair assessment? Is it fair to not have a grievance procedure, especially in the absence of feedback?
5. “Get a handle on rating inflation.” Let’s be real. It seems most children get a “nice” rating and the associated benefits. Refined rating scales would definitely help here.
6. “Explain how he obtains his information.” This one puzzled me as a kid. How does he know if I am being naughty or nice? As Stetz’s very appropriately noted, “at least a consent-to-monitoring statement should be made.”
7. “Decide between developmental or administrative evaluations.” “Under the current system how can naughty children improve. They can’t” (p. 36). There is no feedback. Children simply did not know how to improve their performance. Santa’s performance system is administrative with only “rewards and punishments.”
8. “Institute self-assessments.” Instead of writing letters to Santa once a year, which not all children do, there should be periodic self-assessments from children. This could be an online system with elf’s perhaps providing feedback. Currently children have little opportunity to speak to the naughty or nice question with relevant supporting data.

Stetz concluded Santa would do well to employ an I-O psychologist.
 
My take-away:
 
Can any of the recommendations for Santa’s performance system be applied to your organization? If so, 2021 might be a good year to work toward improvements. Feedback is key to employee development and organizational growth and renewal.
 
Best wishes for the holiday season and a great 2021.
 
Stetz, T. A. (2012). What Santa Claus can learn from I-O psychology: Eight performance management recommendations. The Industrial-Organizational Psychologist, 49 (3), 35-37.
 
Image of Santa by Clker-Free-Vector-Images. Image obtained from https://pixabay.com/vectors/santa-claus-christmas-reindeer-31665/
​
© John Ballard, PhD, 2020. All rights reserved.
 _________________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Now also available as an audiobook and paperback. ​

How do we develop and grow our capabilities as leaders, as managers? According to Jeffrey Pfeffer of the Stanford Graduate School of Business in his book Leadership BS, the leadership industry has largely failed us: 

“Many prescriptions for leaders are often more problematic and invalid than generally recognized . . . much leadership training and development has become too much a form of lay preaching, telling people inspiring stories about heroic leaders and exceptional organizations and, in the process, making those who hear the stories feel good and temporarily uplifted while not changing much of what happens at many workplaces” (pp. 4-5, 6)
 
Even so, there are extensive studies and research-based books about leader development. The problem is what leadership scholars have learned rarely finds its way into easy-to-understand trade books and popular media. An exception is the work of Ron Riggio, Claremont McKenna College, Professor of Leadership and Organizational Psychology, Director and architect of the acclaimed Kravis Leadership Institute. For over a decade Riggio has blogged a popular column on Cutting-Edge Leadership for Psychology Today. Those blogs are the foundation and inspiration for his latest book. 
 
Daily Leadership Development: 365 Steps to Becoming a Better Leader is a practical guide and handbook to develop as a leader and build leadership in our teams. It is organized in quickly read sections by day and by week, structured to be used in a personal development program of daily or weekly leadership reflections. Or one can turn to almost any page for sage insights. This is not a book designed to just sit back and read cover to cover. 
 
Riggio starts with context: the difference between leader development and leadership development, growth through self-awareness and self-reflection, “leadership as a journey, not a destination.” Succinctly and clearly he covers the essentials from the literature produced by leadership scholars such as ways to conceptualize leadership (e.g., roles, competencies), various theories (e.g., LMX, servant, authentic, transformational), characteristics of leaders (e.g., self-insight, grit, personality), and various related topics (e.g., types of intelligence, extraverts). Occasionally he provides URLs for online self-assessments. 
 
There are numerous readings on team development as well as readings about bad bosses. Some of the readings are leadership lessons gleaned from a variety of sources from sports to films to Steve Jobs. Traditional management readings include training and development, appraisals, motivating others, and other human resource topics. Several readings cover practical tools such as goal setting, brainstorming, and active listening.  
 
Most of the research on leadership does not operationally differentiate between management and leadership. As Riggio states, “Successful and effective leaders and managers should do the same things” (p. 60). This book is an essential guide to being a better leader, a better manager. 
 
My take-aways:
 
1. Daily Leadership Development is unlike any leadership book on my shelves or that I have encountered. This book can up anyone’s game, regardless of the position you have now or how long you have been a leader, a manager. 
 
2. Reading in chunks, reflecting on what you read, and applying insights gained to your daily life is a great way to grow and develop. For some people, personal reflection is difficult. Fortunately to aid in reflecting, Riggio ends most sections with a short paragraph “For Development:”.
 
3. Read Daily Leadership Development with a highlighter in hand. Riggio recommends keeping a journal as you read. I recommend you keep a journal regardless of what you are reading or where you are in life. Abraham Maslow did not start journaling until he was in his fifties. Some of my most important insights have occurred reading journals from earlier in my life. 
 
4. I personally benefited from the URL for online versions of the Big Five dimensions of personality. Oddly I have studied and written about the Big Five model but I have never taken it until now. For anyone interested, my scores are here. 
 
5. The only topic where I would like to have seen more coverage is coaching. While much of the book is relevant to coaching, I did not see it directly addressed. Also I should mention I purchased through Barnes & Noble as I did not find on Amazon.com. 
 
6.  Daily Leadership Development is a major contribution to leader and leadership development. It belongs in the personal library of everyone who wants to grow and develop into a better leader. Other leadership books advertise they are essential. Daily Leadership Development actually is. 

Pfeffer, J. (2015). Leadership BS: Fixing workplaces and careers one truth at a time. New York: Harper Business.

Riggio, R. E. (2020). Daily leadership development: 365 steps to becoming a better leader. Barnes & Noble Press.

Image,"Daily Leadership Development". © John Ballard, PhD, 2020.
 
Blog, © John Ballard, PhD, 2020. All rights reserved.
_______________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Academy of Management Learning & Education, June, 2018. Available as ebook, hardback, paperback, and audiobook. The best-selling audiobook is narrated by Timothy Andrés Pabon,

How well do you know yourself? We all are amalgamations of our life experiences, both good and bad. What are your strengths? Weaknesses? What experiences lie beneath the surface affecting your choices, your actions, your attitudes?

In the fall/winter of 1963-1964 at Brandeis University Abraham Maslow taught a course to help students better understand themselves. “Experiential Approaches to the Study of Personality” consisted of eight lectures and six labs. Most of the course lectures and labs were audio recorded and transcribed, only to be discovered many years later and made into a 2019 book, Personality & Growth: A Humanistic Psychologist in the Classroom. 
  
At the invitation of Ed Hoffman (Maslow’s biographer), Fernando Ortiz and I joined Ed in doing three separate book reviews for the Journal of Humanistic Psychology. In the following excerpt from my review, Maslow reveals his internal conflict over not doing empirical research in this latter stage of his life. 
                                       ---------------------------------------------------------
While the effectiveness of the labs seems mixed, the lab on January 6 was exceptional. Maslow shared seven slides of drawings from Saul Steinberg’s book, The Labyrinth. Students shared their thoughts on each slide with Maslow moderating. The first drawing depicted a Don Quixote-like figure with lance on a horse facing a pile of large, assorted geometric blocks. Maslow commented, “I think it expresses me very much. Somehow I identify with it” (p. 351). 

       What followed was a powerful, personal reflection by Maslow. After the students had discussed, Maslow shared his feelings about this drawing and what it meant to him (pp. 359-362). He shared that when he first saw this drawing he laughed, then saw his situation, “the geometric things are sort of mechanistic . . . the sort of thing that I’m fighting against in the American Psychological Association” (p. 359) but later he talked about his identification with the blocks:  "You see the truth is I’m also this kind of scientist. It doesn’t show to you, I don’t think, much . . . I love [the blocks], and I’ve done very careful and rigorous experiments – that’s a different kind of pleasure." (p. 361)

Continuing he reflected on a “civil war” within himself: 

"I have a great disturbance over this, great guilt for not doing rigorous experiments now, which I’ve done all my life until recently, and feeling somehow not quite decent. Guilty. I felt uneasy about all these big things without data . ."(p. 361) 
 
Maslow’s reflection illustrated to his class how projective techniques can help a person understand one’s self. He concluded: "[The drawing] made me understand a little more about my guts, about my own self, about my own internal conflicts, which are really not settled and never will be . . . There’s this kind of conflict in each of you." (p. 361)
                                    ---------------------------------------------------------------
My take-aways:

Self-awareness is essential if we are to be all that we can be. Recognizing our own internal conflicts can make us better leaders, better followers, better people. Self-reflection can be difficult but insightful. 

Ballard, J. (in press). Book Review: Personality & Growth: A Humanistic Psychologist in the Classroom by Abraham Maslow. Journal of Humanistic Psychology. https://doi.org/10.1177/0022167820916560
 
Maslow, A. H. (2019). Personality & growth: A humanistic psychologist in the classroom. H. Chiang & C. Nelson (Eds.). Anna Maria, FL: Maurice Bassett.
 
Steinberg, S. (1960). The labyrinth. New York: Harper & Brothers.

Image, "Knight at Night", by Yuri_B. Obtained from https://pixabay.com/illustrations/painting-knight-night-oil-paints-3995999/
 
© John Ballard, PhD, 2020. All rights reserved.
 _________________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Ron Riggio, Book Review, Academy of Management Learning & Education, June, 2018. Now also available as an audiobook and paperback. ​

Books in management, psychology, education, and related topics, including textbooks, often discuss Maslow’s hierarchy of relative prepotency, the hierarchy of needs. It is usually depicted as a pyramid with physiological needs as the lowest level and self-actualization at the highest level. “Maslow’s pyramid” is ubiquitous. On the Internet. In classrooms. In business. Our daughter learned about the pyramid in the 4th grade. But there is a problem. Abraham Maslow never created a pyramid (or triangle) to depict graphically his hierarchy of needs. So who did and why should we care?
 
In 2016 Todd Bridgman and Steve Cummings, both professors at Victoria University of Wellington in New Zealand, invited me to join them in trying to answer those questions. Our search was exhaustive, including research in the Maslow archive at the Center for the History of Psychology at the University of Akron in Ohio. We found no reference to a pyramid in Maslow’s publications, letters, notes, or unpublished manuscripts. 
 
The earliest graphic we found for the need hierarchy was in a 1957 textbook by Keith Davis, Human Relations in Business. It was a right-sided triangle, a series of steps for each need level. The earliest pyramid that is similar to those we see everywhere today was in an article by C. D. McDermid in 1960. The article was “How Money Motivates Men” in the then popular management publication Business Horizons.  
 
In our paper, "Who Built Maslow’s Pyramid? A History of the Creation of Management Studies’ Most Famous Symbol and Its Implications for Management Education,” (published in the March 2019 issue of the Academy of Management Learning & Education), we discussed three problems with the depiction of the hierarchy of needs as a pyramid. 
 
1. The pyramid is simply a poor and misleading representation of Maslow’s theory. Until the 1980s a ladder more often and more accurately represented the hierarchy. For example:

• You can go up and down a ladder. Just because your physiological needs are satisfied does not mean your hunger, for example, does not affect your behavior. It just does not dominate or organize your psyche – but if conditions changed, Maslow is clear: physiological needs “may emerge again to dominate the organism if they are thwarted” (1943, p. 375). 
• A pyramid has a pinnacle. Nothing beyond. A ladder may be extended or more steps added. In his latter years Maslow’s thinking turned increasing toward states beyond self-actualization, such as self-transcendence.

2. The application of Maslow’s theory in the workplace, training, and education is overly simplistic and without historical context. 

• Maslow’s theory is full of nuance, has preconditions, was a general theory of human motivation. It was not conceived as a theory of workplace motivation per se.
• Furthermore Maslow spoke to criticisms some would later make of his theory and “explicitly cautioned against his ideas being interpreted in these ways.”

3.  Focusing singularly on the five needs detracts from other contributions Maslow can make to contemporary management thought. 

• Consider the workplace implications of the preconditions (Maslow, 1943, p. 383):

            “freedom to speak,
             freedom to do what one wishes so long as no harm is done to others, 
             freedom to express one’s self,
             freedom to investigate and seek for information,
             freedom to defend one’s self,
             justice,
             fairness,
             honesty,
             orderliness in the group”

• Maslow championed self-expression and development of creativity in its different forms. 

 
Some of our conclusions:
 
1. It is important to use primary sources where possible. Over time ideas and theories can mutate, change meaning, be presented differently than originally conceived. Our story about Maslow’s pyramid is probably representative. 
 
2. There are insights to be learned, studied, from scholars before empiricism became the benchmark. 
 
3. To understand Maslow, start with his 1943 paper, “A Theory of Human Motivation.”
 
And my take-aways:
 
1. Maslow spoke to knowing yourself and realizing your potential, and that was not necessarily striving for money and power. It was allowing yourself to be, to grow, to express yourself in the world, in relationships, in community, and yes in the workplace.
 
2. Maslow was not a perfect individual. He was to some degree the product of his times when many attitudes were very different from today. But he wrote about, talked about ideas that speak to the very best of what it means to be a human being. 
 
3. On a personal note: Recently our Maslow paper was selected for the 2019 Best Paper Award in the Academy of Management Learning & Education journal. I thank Todd and Steve for inviting me along on this part of their journey.  

Bridgman, T., Cummings, S., & Ballard, J. (2019). Who built Maslow’s pyramid? A history of the creation of management studies’ most famous symbol and its implications for management education. Academy of Management Learning & Education, 18, 81-98. 

Davis, K. (1957). Human relations in business. New York: McGraw-Hill.

Maslow, A. (1943). A theory of human motivation. Psychological Review, 50(4): 370-396.

McDermid, C. D. (1960). How money motivates men. Business Horizons, 3(4): 93-100.
​
Image, "Maslow's journals", © John Ballard, 2019
 
© John Ballard, PhD, 2020. All rights reserved.
 _________________________
Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Ron Riggio, Book Review, Academy of Management Learning & Education, June, 2018. Now also available as an audiobook and paperback. ​
 

Several years ago I was gifted a three-handled loving cup, a tyg. The Arctic Club (now the Explorers Club) presented the tyg to Amos Bonsall in 1907. He was the last surviving member of the second Grinnell expedition of 1853-1855 led by Dr. E. K. Kane in search of Sir John Franklin. In the mid-nineteenth century Arctic explorers were like space explorers 100 years later. Daring, adventurous, and willing to endure hardships, understanding the adventures before them were dangerous.

The gift of the tyg started a quest for knowledge that I have not finished. I've researched Amos Bonsall at the Chester County Historical Society (PA) and found his grave at Fernwood Cemetery near Philadelphia (surprisingly the grave site was in disrepair). 

My research took me to the National Museum of American History in Washington, DC. In 1915 Bonsall’s daughters donated relics from his Arctic expedition to the U. S. National Museum. Today the National Museum preserves some of these relics. It was my good fortune to examine several of these artifacts. 

My take-away for today: Perseverance. How hard it is to continue toward an objective when it seems the environment is against you? At the National Museum I held objects from an Arctic adventure over 160 years ago, an adventure from which not all crew members returned. Disease, numbing cold, hunger. A ship trapped in ice. I held a rifle and a knife, tools for food and protection. I held medals awarded to Americans by a British queen who honored the exploration. Amos Bonsall persevered. He pushed through. Against great odds, he survived and helped others.

When the challenge before us seems insurmountable, perhaps it is time to dig deeper, to try to beat the odds, to be sustained by reflecting on those who have persevered. I was standing in a grocery line with just a few items. No lane was open for 12 items or less. I spoke to a cashier and a lane was opened. A young woman and I moved to the new lane. “Actually I don’t mind standing, “ she said. “Three years ago I was in an accident. I was told I would never walk again. Here I am.” She paid for her items and walked out the door. 

Persevering is an attitude, a mindset, doing all that you can to overcome obstacles to achieve a goal. If you have it, great. If not, you can put it there.

Image, © John Ballard, 2012

Modified from my blog of May 30, 2013.
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Decoding the Workplace “deals with principles and practices that are timeless . . . Is this a must-have for managers and would-be managers? Yes.” Ron Riggio, Book Review, Academy of Management Learning & Education, June, 2018. Now also available as an audiobook and paperback. ​