Organizations of all types are experiencing an unprecedented, global pandemic of downsizing. This exceptionally timely book addresses the most crucial and complex leadership task since the industrial revolution: how to put the pieces back together and restore productivity in the midst of uncertain contracts between employee and employer. From an employee perspective, this book provides a remedy for the toxic symptoms--anger, fear, anxiety, and depression--of layoff survivor sickness and offers a prescription for a deeper, more autonomous and fulfilling employment relationship. Combining…mehr
Organizations of all types are experiencing an unprecedented, global pandemic of downsizing. This exceptionally timely book addresses the most crucial and complex leadership task since the industrial revolution: how to put the pieces back together and restore productivity in the midst of uncertain contracts between employee and employer. From an employee perspective, this book provides a remedy for the toxic symptoms--anger, fear, anxiety, and depression--of layoff survivor sickness and offers a prescription for a deeper, more autonomous and fulfilling employment relationship. Combining dramatic front-line case studies and original research that deals with both downsized organizations and layoff survivors, David Noer--an expert who coined the term layoff survivor sickness and has been frequently quoted in major media such as the Wall Street Journal and Fortune--offers organizational leaders, managers, human resource professionals, consultants, layoff survivors, and layoff victims an original model, clear guidelines, and much-needed perspective on personal and organizational revitalization. This new and significantly revised edition includes a focus on leadership and coaching that literally rewrites the rulebook on how to lead during times of crisis, a cutting-edge approach for employees to reorient themselves within their jobs and organizations, plus vivid examples Noer has amassed over the past 15 years reflecting increased globalization, changing demographic realities, and of course, uncertainties in the marketplace. Healing the Wounds is a must-read for all involved in helping organizations rebound from downsizing and who wish to personally increase their job satisfaction, autonomy, and relevance.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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 Charles-Victim 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 Stand 130 Codependent Relationships 131 Organizational Codependency 131 Detachment 133 Letting Go 138 Connecting with a Core Purpose 144 Learnings and Implications 148 10 Level Four: Build a New Employment Relationship 151 The Global Context of the New Reality 154 From Long-Term to Situational Employment Relationships 155 From Rewarding Performance with Promotion to Rewarding Performance with Acknowledgment of Relevance 158 From Paternalistic to Empowering Management Behavior 161 From Toxic Fidelity to Healthy Self-Responsibility 165 From an Implicit Career Covenant to an Explicit Job Contract 169 Elements of Explicit Contractual Relationships 175 Learnings and Implications 176 Part Four The Leadership Wake-Up Call 179 11 Requisite Leadership Competencies They Don't Teach in Business School 181 Choose the Right Wolf to Feed 182 Avoid Layoff Leadership Traps 184 Behave Courageously 186 Let Go of Outdated Managerial Commandments 188 Don't Listen to Chicken Little 192 Learnings and Implications 195 12 Rethinking Loyalty, Commitment, and Motivation: The Long and Painful Birth of the New Reality 197 Ten Old Paradigm Commandments Reframed 198 Putting the Pieces Back Together: Reintegrating the Busted Culture 202 Learnings and Implications 205 13 Developing the Right Leadership Stuff 207 Developing Philosopher-Kings: Learning from Plato 207 Intrapersonal Insight 208 Interpersonal Competence 211 Core Skills and Relevant Models 213 The Global Context of New Paradigm Leadership 219 Learnings and Implications 223 14 Life After Downsizing: Revitalizing Ourselves and Our Organizations 225 The Top Ten New Reality Managerial and Employee Roles 225 Fragile Choices 231 The Existential Act of Choosing Freedom 235 Learnings and Implications 236 References 237 Acknowledgments 241 The Author 243 Index 245
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 Charles-Victim 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 Stand 130 Codependent Relationships 131 Organizational Codependency 131 Detachment 133 Letting Go 138 Connecting with a Core Purpose 144 Learnings and Implications 148 10 Level Four: Build a New Employment Relationship 151 The Global Context of the New Reality 154 From Long-Term to Situational Employment Relationships 155 From Rewarding Performance with Promotion to Rewarding Performance with Acknowledgment of Relevance 158 From Paternalistic to Empowering Management Behavior 161 From Toxic Fidelity to Healthy Self-Responsibility 165 From an Implicit Career Covenant to an Explicit Job Contract 169 Elements of Explicit Contractual Relationships 175 Learnings and Implications 176 Part Four The Leadership Wake-Up Call 179 11 Requisite Leadership Competencies They Don't Teach in Business School 181 Choose the Right Wolf to Feed 182 Avoid Layoff Leadership Traps 184 Behave Courageously 186 Let Go of Outdated Managerial Commandments 188 Don't Listen to Chicken Little 192 Learnings and Implications 195 12 Rethinking Loyalty, Commitment, and Motivation: The Long and Painful Birth of the New Reality 197 Ten Old Paradigm Commandments Reframed 198 Putting the Pieces Back Together: Reintegrating the Busted Culture 202 Learnings and Implications 205 13 Developing the Right Leadership Stuff 207 Developing Philosopher-Kings: Learning from Plato 207 Intrapersonal Insight 208 Interpersonal Competence 211 Core Skills and Relevant Models 213 The Global Context of New Paradigm Leadership 219 Learnings and Implications 223 14 Life After Downsizing: Revitalizing Ourselves and Our Organizations 225 The Top Ten New Reality Managerial and Employee Roles 225 Fragile Choices 231 The Existential Act of Choosing Freedom 235 Learnings and Implications 236 References 237 Acknowledgments 241 The Author 243 Index 245
Rezensionen
"You've survived a round of layoffs (or two or three) at work. So why do you feel as bad as if you'd been laid off yourself? You might be suffering from what author and consultant David Noer calls "layoff survivor sickness," a toxic blend of anger, survivor guilt, fear and anxiety that can cause sleepless nights, sinking morale and plummeting productivity." (Monster.com, September 24, 2009)
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