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Quote by Steven Magee

“Christmas was approaching and I asked my Ivy League employer if I could use the company funds to buy the team something for Christmas to boost their moral. They refused my request.”

Quote by Steven Magee

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Steven Magee

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“Those who have never worked in libraries view library work with the empty awe of admiration (Seale & Mirza, 2019), as a place where librarians fulfill a noble calling (Ettarh, 2018). Library employees, however, at times, experience their workplaces as marginalizing, demanding, disempowering, discouraging, frustrating, and draining, yet still are drawn into a chance to make a difference and follow their passions. Within this context, librarians may commit sabotage for several reasons. Chapter 7”

LibrariesWorkplace Culture
Book:Libraries as Dysfunctional Organizations and Workplaces
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“Middle managers sit at a curious intersection of power; they are a significant factor in employee morale (Glusker et al., 2022; Kennedy & Garewal, 2020), yet relatively powerless to effect meaningful organ- izational change beyond their unit. Middle managers are subject to undermining from every level in academic libraries, whether from peer managers establishing their turf, from unhappy or ambitious direct reports, or from senior leaders that use shakeups or austerity measures as a way to establish power and demonstrate innov- ation and impact to campus leaders. Chapter 7”

LibrariesWorkplace Culture
Book:Libraries as Dysfunctional Organizations and Workplaces
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“Jellyfish Managers, much like their aquatic namesakes, have a nervous system but neither spine nor brain; with the same orifice functioning as both mouth and anus; randomly stinging whoever is in their path, and unaware that their actions might one day get them squished.”

Employee EngagementWorkplace CultureThe Workplace ZombieJellyfish Managers
Book:The Workplace Zombie: One Bureaucrat’s Path to Better Understanding the Virus and Its Vectors
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“DOLINSKY’S IMPERATIVE: “Individuals must take it upon themselves to form and grow bubbles of civility within and external to their organizations. Doing so creates new and deeper relationships across stakeholders. It prevents bureaucratic claptrap and friction from descending like a toxic cloud of dissatisfaction. Friction is reduced, and the spread of the workplace zombie virus is slowed.”

Employee EngagementWorkplace CultureDolinsky S Imperative
Book:The Workplace Zombie: One Bureaucrat’s Path to Better Understanding the Virus and Its Vectors
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“Delusionary Defilade: Leaders who surround themselves with sycophants remain ‘protected’ from seeing things as they are, continue to see things as they want them to be, and delusions of adequacy often follow. This is usually evidenced by a ‘leader’ telling a group to ‘not let perfect be the enemy of good’ when no plan, perfect or good, is likely to be presented as a course of action. The idea of ‘how things should be’ regarding the problem itself or the team’s capabilities, rather than understanding how things ‘are,’ will result in an incorrect orientation that prevents even a good plan from emerging.”

Decision MakingWorkplace CultureThe Workplace Zombie
Book:The Workplace Zombie: One Bureaucrat’s Path to Better Understanding the Virus and Its Vectors
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“How unfair it was that women have to make the choice to be nice or to be powerful. “Don’t let what other people say, good or bad, pressure you into feeling small. The world does that enough to women. I won’t let it happen to my own sister.”

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Book:Ladies of the House: A Modern Retelling of Sense and Sensibility
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