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From the founder of "layoff survivor sickness" an updated
edition of a book for today's downsized workforce
Thoroughly revised and updated, David Noer's classic book about
downsized organizations has never been more relevant. Reports of
the most recent layoffs are making the front pages of our
newspapers with frightening regularity. And massive downsizing
continues to reshape the face of American business. But what about
those who remain behind? Healing the Wounds provides an
antidote to the widespread malaise on the American business scene
left in the wake of workforce reductions. Drawing on case studies
and original research, David M. Noer-an expert frequently quoted in
major media such as The Wall Street Journal and
Fortune on the topic of layoffs and layoff survivor
sickness-provides executives, human resource professionals,
managers, and consultants with an original model and clear
guidelines for revitalizing downsized organizations and the
employees left behind.
Offers thoroughly revised edition of a book about layoffs and
those who are left behind
Filled with relevant case studies and recent research
Written by David Noer an acclaimed expert on the topic
Gives employers much-needed guidance for revitalizing downsized
companies
Autorentext
DAVID M. NOER is an honorary senior fellow at the Center for Creative Leadership and professor emeritus of business leadership at Elon University. He consults extensively throughout the world on downsizing, coaching, and leadership development. He is the author of numerous books, including Breaking Free from Jossey-Bass. Previously he edited the OD Practitioner and served on the board of trustees of the Organizational Development Network. You can contact David Noer at davidnoer.com.
Zusammenfassung
From the founder of "layoff survivor sickness" an updated edition of a book for today's downsized workforce
Thoroughly revised and updated, David Noer's classic book about downsized organizations has never been more relevant. Reports of the most recent layoffs are making the front pages of our newspapers with frightening regularity. And massive downsizing continues to reshape the face of American business. But what about those who remain behind? Healing the Wounds provides an antidote to the widespread malaise on the American business scene left in the wake of workforce reductions. Drawing on case studies and original research, David M. Noer-an expert frequently quoted in major media such as The Wall Street Journal and Fortune on the topic of layoffs and layoff survivor sickness*-*provides executives, human resource professionals, managers, and consultants with an original model and clear guidelines for revitalizing downsized organizations and the employees left behind.
Inhalt
Preface xi
Part One The Shattered Covenant 1
1 Forgotten Survivors: What Happens to Those Who Are Left Behind 3
Lessons from Act One: Juanita and CharlesVictim and Survivor 4
The Basic Bind: Lean and Mean Leads to Sad and Angry 6
Metaphor of the Surviving Children 7
Acts One and Two: A Family Legacy 10
Issues to Be Explored 11
Definitions 13
Learnings and Implications 15
2 Changing Organizations and the End of Job Security 17
From Assets to Costs: The New View of Employees 19
From Nurturing to Violence: The Symbolism of Layoff Language 24
From Long Term to Short Term: The Shrinking Planning Horizon 26
From Synergistic to Reductionistic: Taking Apart is Better Than Putting Together 27
Layoff Survivor Sickness: The Legacy 28
Learnings and Implications 29
Part Two The Survivor Experience 31
3 Learning from the Past: The Survivor Syndrome Across Time 33
The Saga of No Toes, the Gunslinger 34
Universal Survivor Linkages 37
Lifton's Model of Hiroshima Atomic Bomb Survivors 40
Learnings and Implications 45
4 Speaking for Themselves: Layoff Survivor Stories 47
Organizational Characteristics 48
Research Methodology 48
Job Insecurity 49
Unfairness 49
Depression, Stress, and Fatigue 50
Reduced Risk Taking and Motivation 51
Distrust and Betrayal 52
Optimism 52
Continuing Commitment 53
Lack of Reciprocal Commitment 53
Wanting It to Be Over 54
Dissatisfaction with Planning and Communication 55
Anger over the Layoff Process 56
Lack of Strategic Direction 57
Lack of Management Credibility 58
Short-Term Profit Orientation 58
Sense of Permanent Change 59
Unexpected Findings 60
Learnings and Implications 62
5 Time Does Not Heal All Wounds: The Effects of Long-Term Survivor Sickness 63
Stress, Fatigue, Extra Workload, Decreased Motivation, Sadness, and Depression 64
Insecurity, Anxiety, and Fear 65
Loyalty to Job (Not Company), Nonreciprocal Loyalty, and Self-Reliance 66
Sense of Unfairness and Anger over Top Management Pay and Severance 67
Resignation and Numbness 67
Lack of Management Communication 68
Helpful and Communicative Managers 69
Honest Communication 70
Short-Term Plans and Strategy 70
Layoff Process Problems 71
Resentment over Being Made to Feel Guilty 72
A Look Back from the Second Act 73
Learnings and Implications 74
Part Three Interventions For Healthy Survival 75
6 A Four-Level Process for Handling Layoffs and Their Effects 77
Layoff Survivor Feeling Clusters and Coping Strategies 79
The Four-Level Intervention Model 82
Learnings and Implications 84
7 Level One: Manage the Layoff Processes 85
Clean Kills and the Survivor Hygiene Factor 86
Redundant Communication is Essential 86
What to Communicate 87
Control Traps That Block Communication 88
Balancing Feeling and Thinking 92
Tell the Truth, and Never Say Never 97
Two Denial Traps 100
Process Research 103
Learnings and Implications 106
8 Level Two: Facilitate the Necessary Grieving 109
The Burden of a Heavy Bag 111
A Team Intervention 113
An Attempted Systemwide Intervention 115
A Small Business Visioning Intervention 118
A Departmental Wake 121
Empowering Leaders Through Models of Change 123
Learnings and Implications 126
9 Level Three: Break the Codependency Chain and Empower People 129 Dagwood's Prescient Stan...