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Maslow on Management (Maslow, 1998)
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Coordinated by Maslow's daughter, Ann Kaplan, this book is an updated version of his Eupsychian Management, a series of his journal notes from the early 1960s. Originally considered to be a seminal work on human behavior in the workplace, it offers Maslow's theories on such issues as how to encourage people to express their creativity, the importance of psychological health, and leadership ideas that are commonly accepted notions in management circles at the end of the twentieth century. He led the way in demonstrating to corporate executives that the development of individual workers positively affects their bottom line. Although Maslow is most famous for his hierarchy of needs theory, his book for today's managers develops ideas on enlightened management that puts emphasis on the individual worker and posits that everyone prefers to be a prime mover rather than a helpless pawn in the workplace. By adding interviews with current executives and academics from Harvard and Stanford Business Schools, this reprint of Maslow's ideas still resonates with truth after 33 years. -Mary Whaley
 
JLJ - Originally published with the incomprehensible title "Eupsychian Management", the work is re-titled and expanded with interviews with leading (circa 1998) business management types.
 
The word eupsychian (pronounced "you-sigh-key-un") was coined by Abe Maslow. It comes from eu meaning good (i.e. euphoria) and psyche meaning, basically, mind or soul. So eupsychian essentially means "having a good mind/soul" or "toward a good mind/soul."

p.6 the novice can often see things that the expert overlooks. All that is necessary is not to be afraid of making mistakes or appearing naive.
 
p.10 A talk that we [Maslow and his wife Bertha] had with an artist at Big Sur Hot Springs... He stressed discipline, labor, sweat. One phrase that he repeated again and again was "Make a pile of chips." "Do something with your wood or your stone or your clay and then if it's lousy throw it away. This is better than doing nothing." ... His good-by to Bertha was, "Make a pile of chips." He urged her to get to work right after breakfast like a plumber who has to do a day's work and who has a foreman who will fire him is he doesn't turn out a good day's work. "Act as if you have to earn a living thereby." ...he had to be taken seriously because there were his products - the proofs that his words were not merely words.
 
p.13 The key question isn't "what fosters creativity?" But it is why in God's name isn't everyone creative? Where was the human potential lost? How was is crippled? ... By asking the question, "why do people not create and innovate," one may be able to uncover procedures, policies, and mindsets that inhibit creativity and innovation.
 
p.18 Each new invention, each new discovery creates turmoil behind the lines. The people who have settled down comfortably are shaken and disturbed out of their comfort. It is clear then that any great discovery, any new invention... anything which will require a reorganization of the conquered territory will not easily be accepted
 
p.220 creativeness is correlated with the ability to withstand the lack of structure, the lack of future, lack of predictability, of control, the tolerance for ambiguity, for planlessness.
  Here-now creativeness is dependent on this kind of ability to forget about the future, to improvise in the present, to give full attention to the present, e.g., to be able to fully listen or to observe.
 
p.229 The creative person is able to be flexible; he can change course as the situation changes (which it always does); he can give up his plans, he can continuously and flexibly adapt to the law of the changing situation and to the changing authority of the facts, to the demand character of the shifting problem.
   This means, to say it in a theoretical way, that he is able to face a changing future; that is, he does not need a fixed and unchanging future. He seems not to be threatened by unexpectedness (as the obsessional and rigid person is). For the creative person who is able to improvise, plans are definitely no more than heuristic scaffoldings and can be cast aside easily without regret and without anxiety.
 
p.245 The creative person trusts himself sufficiently to face a new problem or a new situation without any preparation, to improvise a solution in the new situation. The more obsessional person... can't improvise. They don't trust themselves to find the solution on the spur of the moment.

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