Companionship

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Spirit and sentiment are formed by conversation. Spirit and sentiment are ruined by conversation. … It is, then, all-important to know how to choose our society in order to form rather than ruin them; and one cannot make this choice unless one has already formed them and not ruined them. Thus a circle is formed, and those are fortunate who escape it. ~ Blaise Pascal
Do not fawn upon the rich, and do not be fond of mingling with the great. Associate with the humble and the simple, with the devout and virtuous, and with them speak of edifying things. ~ Thomas à Kempis

Companionship is the state of having or being a companion, or having an association or a fellowship with another.

Arranged alphabetically by author or source:
A · B · C · D · E · F · G · H · I · J · K · L · M · N · O · P · Q · R · S · T · U · V · W · X · Y · Z · See also · External links

A[edit]

  • Ah, savage company; but in the church
    With saints, and in the taverns with the gluttons.
    • Dante Alighieri, Inferno, XXII. 13. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

C[edit]

  • Pares autem vetere proverbio, cum paribus facillime congregantur.
    • Like, according to the old proverb, naturally goes with like.
    • Cicero, Cato Major De Senectute, III. 7. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • We are in the same boat.
    • Pope Clement I, to the Church of Corinth. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

D[edit]

  • I couldn't advise others to try such a long distance marriage, but for us it works perfectly. We are three thousand miles apart, it is true, but the big thing is that we each have our careers without interference from the other. My husband can't leave his practice and I can't leave Hollywood, but neither of us has any thought of giving up either the career or each other. Some day we shall again live in our 'honeymoon' apartment - but in the meantime, for us, this is the best possible way.
  • Solamen miseris socios habuisse doloris.

F[edit]

  • Better your room than your company.

H[edit]

  • Bishop Jeremy Taylor is clear, that men will find it impossible to do anything greatly good, unless they cut off all superfluous company and visits.

K[edit]

  • Do not keep company with young people and strangers. Do not fawn upon the rich, and do not be fond of mingling with the great. Associate with the humble and the simple, with the devout and virtuous, and with them speak of edifying things.
  • Every relationship is fundamentally a power struggle, and the individual in power is whoever likes the other person less.
    • Klosterman, Chuck (2004). Sex, Drugs, and Cocoa Puffs: A Low Culture Manifesto. Scribner. p. 9. ISBN 0743236017. 
  • It takes two for a kiss
    Only one for a sigh,
    Twain by twain we marry
    One by one we die.
    • Frederick L. Knowles, Grief and Joy. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • Joy is a partnership,
    Grief weeps alone,
    Many guests had Cana;
    Gethsemane but one.
    • Frederick L. Knowles, Grief and Joy. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

L[edit]

  • Individuals primarily seek social relationships to fulfill their need for belonging (Baumeister and Leary 1995; Lee and Robbins 1998). Human beings are social animals and because ‘no man (woman) is an island’ (Donne 1975), people are naturally inclined to make social connections to satisfy their need for belonging (Maslow 1954; Brewer 2005). Baumeister and Leary (1995) described belonging, the need to form and maintain interpersonal bonds, as one of the fundamental motivations behind human behavior. Most research indicates a common definition of what loneliness is – it is an aversive psychological state due to a person’s perception of lacking satisfactory social relationships. Quantity of social relationship is a contributing factor to lonely feeling: people will feel ‘lonely’ when there are too few people around them (Russell, Peplau and Cutrona 1980), as opposed to the ‘crowded’ feeling when individuals are surrounded by too many people. However, quality may be more important than quantity at times. As the sufficient number of relationships varies among individuals (Jones 1982), loneliness has also been understood as the perception that one’s existing interpersonal relationships do not meet one’s expectations (Weiss 1973; Gordon 1976; Peplau and Caldwell 1978; 4266 L.W. Lam and D.C. Lau Downloaded by [University of Macau Library] at 00:54 22 September 2012 Newcomb 1990; Green, Richardson, Lago and Schatten-Jones 2001). Other scholars describe loneliness as painful feelings and emotional distress due to insufficient or unsatisfactory social connections or relationships (Rook 1984; Cacioppo et al. 2006; Cacioppo and Patrick 2008; Rotenberg et al. 2010).
    • Lam, Long W.; Lau, Dora C. (2012-11-01). "Feeling lonely at work: investigating the consequences of unsatisfactory workplace relationships". The International Journal of Human Resource Management. 23 (200): p.4266-67

M[edit]

  • It is a comfort to the miserable to have comrades in misfortune, but it is a poor comfort after all.
    • Christopher Marlowe, Faustus. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

P[edit]

  • Two i's company, three i's trumpery.
    • Mrs. Parr, Adam and Eve, IX. 124. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • On se forme l’esprit et le sentiment par les conversations. On se gâte l’esprit et le sentiment par les conversations. Ainsi les bonnes ou les mauvaises le forment ou le gâtent. Il importe donc de tout de les savoir choisir pour se le former et ne le point gâter; et on ne peut faire ce choix, si on ne l’a déjà formé et point gâté. Ainsi cela fait un cercle, d’où sont bienheureux ceux qui sortent.
    • Spirit and sentiment are formed by conversation. Spirit and sentiment are ruined by conversation. … It is, then, all-important to know how to choose our society in order to form rather than ruin them; and one cannot make this choice unless one has already formed them and not ruined them. Thus a circle is formed, and those are fortunate who escape it.
  • The right hands of fellowship.
  • Why does a man who is truly in love insist that this relationship must continue and be "lifelong"? Because life is pain and the enjoyment of love is an anesthetic. Who would want to wake up halfway through an operation?
  • It is stupid to grieve for the loss of a girl friend: you might never have met her, so you can do without her.
  • How can you have confidence in a woman who will not risk entrusting her whole life to you, day and night?

S[edit]

  • Male voli solatii genus est turbu miserorum.
    • A crowd of fellow-sufferers is a miserable kind of comfort.
    • Seneca the Younger, Consol. ad Marc.', 12, 5. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • Ante, inquit, circumspiciendum est, cum quibos edas et bibas, quam quid edas et bibas.
    • [Epicurus] says that you should rather have regard to the company with whom you eat and drink, than to what you eat and drink.
    • Seneca the Younger, Epistles, XIX. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • Nullius boni sine sociis jucunda possessio est.
    • No possession is gratifying without a companion.
    • Seneca the Younger, Epistolæ Ad Lucilium, VI. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.
  • How is it less or worse
    That it shall hold companionship in peace
    With honour, as in war?
  • The most widely-accepted theory regarding supervisor–subordinate relationship quality is Leader–Member Exchange (LMX) Theory (Graen & Scandura, 1987). According to LMX theory, supervisors form different types of relationships with their various employees and these relationships vary with respect to quality (Graen, Dansereau, & Minami, 1972; Graen & Schiemann, 1978). In general, higher quality supervisor–subordinate relationships (also known as “in-group” relationships) are characterized by higher levels of mutual trust, respect and obligation among the relationship partners. In such relationships, leaders and members learn they can count on one another for support and encouragement. As a result, higher quality relationships function more as “partnerships” where “members move beyond their own self-interests to focus on larger mutual interests” (Graen & Uhl-Bien, 1995). Leader–member relationship quality is associated with a variety of important individual and organizational outcomes. For example, employees in higher quality relationships report higher levels of job satisfaction (Graen, Novak, & Sommerkamp 1982) and commitment to the organization (Nystrom, 1990) than do employees in lower quality relationships. In addition, research indicates leader–member relationship quality is negatively related to employee turnover (Graen, Liden, & Hoel, 1982). Focusing largely on such outcomes, LMX research has given only limited attention to the communication that occurs between leaders and members (e.g., Fairhurst, 1993). This work provides some direction for speculation regarding how leader–member relationship quality might be associated with employee information experiences. High quality LMX relationships tend to be characterized by high levels of trust and self-disclosure (Duchon, Green, & Taber, 1986). As a consequence, supervisors and subordinates may communicate more openly (i.e., more frequently and about more 378 P. M. Sias issues) in high quality relationships than in low quality relationships. Thus, employees in high quality relationships likely receive more information from their supervisors, than those in low quality relationships
  • Peer relationships, also referred to as “equivalent status” relationships (Sias, Krone, & Jablin, 2002), are relationships between co-workers with no formal authority over one another. These relationships represent the bulk of workplace relationships, as employees typically have only one supervisor but several peer co-workers. Peer relationships perform a variety of important functions in the workplace. Peer co-workers are the most likely, and most important, source of emotional and instrumental support for employees, primarily because co-workers possess knowledge and understanding about the workplace experience that external sources do not (Ray, 1987). Moreover, peers act as a second “set of eyes and ears” for one another, sharing important organizational information and gossip that may otherwise be unobtainable (Rawlins, 1994). Kirby and Krone (2002) note the powerful influence peer co-workers have on one another with respect to workplace attitudes and behavior. Thus, peer relationships are of great consequence to organizational functioning. Peer relationships, like supervisor–subordinate relationships, vary with respect to quality. Kirby and Krone (2002), for instance, noted the ways in which peer co-workers cluster into sub-groups based upon the employees’ family status (e.g., married/unmarried; children/childless). They found that interaction among these groups of employees differed and had significant impact on the employees’ attitudes toward, and use of, the organization’s work–family policies. Sias and Cahill (1998) examined the ways employees form different types of relationships with their co-workers ranging from acquaintance, to friend, to very close or best friend. Interaction among these various relationship types differed in fundamental ways. Specifically, friends engaged in much more frequent, intimate, and open communication than did acquaintances. In addition, communication between co-workers became increasingly broad and intimate as their friendships grew closer.
    • Ibid, p. 379.
  • It is better to dwell in the wilderness, than with a contentious and an angry woman.
  • No blast of air or fire of sun
    Puts out the light whereby we run
    With girdled loins our lamplit race,
    And each from each takes heart of grace
    And spirit till his turn be done.
  • Comes jucundus in via pro vehiculo est.
    • A pleasant companion on a journey is as good as a carriage.
    • Syrus, Maxims. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

T[edit]

  • Join the company of lions rather than assume the lead among foxes.
    • Talmud, Aboth, IV. 20. in Hoyt's New Cyclopedia Of Practical Quotations (1922), p. 124-25.

W[edit]

  • We will need to become savvy about how to build relationships, how to nurture growing, evolving things. All of us will need better skills in listening, communicating, and facilitating groups, because these are the talents that build strong relationships.

See also[edit]

External links[edit]

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