{"product_id":"healing-the-wounds-isbn-9780470500156","title":"Healing the Wounds","description":"\u003cp\u003eFrom the founder of \"layoff survivor sickness\" an updated edition of a book for today's downsized workforce\u003c\/p\u003e \u003cp\u003eThoroughly 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? \u003ci\u003eHealing the Wounds\u003c\/i\u003e 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 \u003ci\u003eWall Street Journal\u003c\/i\u003e and \u003ci\u003eFortune\u003c\/i\u003e on the topic of layoffs and layoff survivor sickness\u003ci\u003e-\u003c\/i\u003eprovides executives, human resource professionals, managers, and consultants with an original model and clear guidelines for revitalizing downsized organizations and the employees left behind.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eOffers thoroughly revised edition of a book about layoffs and those who are left behind\u003c\/li\u003e \u003cli\u003eFilled with relevant case studies and recent research\u003c\/li\u003e \u003cli\u003eWritten by David Noer an acclaimed expert on the topic\u003c\/li\u003e \u003cli\u003eGives employers much-needed guidance for revitalizing downsized companies\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One The Shattered Covenant 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Forgotten Survivors: What Happens to Those Who Are Left Behind 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLessons from Act One: Juanita and Charles—Victim and Survivor 4\u003c\/p\u003e \u003cp\u003eThe Basic Bind: Lean and Mean Leads to Sad and Angry 6\u003c\/p\u003e \u003cp\u003eMetaphor of the Surviving Children 7\u003c\/p\u003e \u003cp\u003eActs One and Two: A Family Legacy 10\u003c\/p\u003e \u003cp\u003eIssues to Be Explored 11\u003c\/p\u003e \u003cp\u003eDefinitions 13\u003c\/p\u003e \u003cp\u003eLearnings and Implications 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Changing Organizations and the End of Job Security 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFrom Assets to Costs: The New View of Employees 19\u003c\/p\u003e \u003cp\u003eFrom Nurturing to Violence: The Symbolism of Layoff Language 24\u003c\/p\u003e \u003cp\u003eFrom Long Term to Short Term: The Shrinking Planning Horizon 26\u003c\/p\u003e \u003cp\u003eFrom Synergistic to Reductionistic: Taking Apart is Better Than Putting Together 27\u003c\/p\u003e \u003cp\u003eLayoff Survivor Sickness: The Legacy 28\u003c\/p\u003e \u003cp\u003eLearnings and Implications 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two The Survivor Experience 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Learning from the Past: The Survivor Syndrome Across Time 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Saga of “No Toes,” the Gunslinger 34\u003c\/p\u003e \u003cp\u003eUniversal Survivor Linkages 37\u003c\/p\u003e \u003cp\u003eLifton’s Model of Hiroshima Atomic Bomb Survivors 40\u003c\/p\u003e \u003cp\u003eLearnings and Implications 45\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Speaking for Themselves: Layoff Survivor Stories 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOrganizational Characteristics 48\u003c\/p\u003e \u003cp\u003eResearch Methodology 48\u003c\/p\u003e \u003cp\u003eJob Insecurity 49\u003c\/p\u003e \u003cp\u003eUnfairness 49\u003c\/p\u003e \u003cp\u003eDepression, Stress, and Fatigue 50\u003c\/p\u003e \u003cp\u003eReduced Risk Taking and Motivation 51\u003c\/p\u003e \u003cp\u003eDistrust and Betrayal 52\u003c\/p\u003e \u003cp\u003eOptimism 52\u003c\/p\u003e \u003cp\u003eContinuing Commitment 53\u003c\/p\u003e \u003cp\u003eLack of Reciprocal Commitment 53\u003c\/p\u003e \u003cp\u003eWanting It to Be Over 54\u003c\/p\u003e \u003cp\u003eDissatisfaction with Planning and Communication 55\u003c\/p\u003e \u003cp\u003eAnger over the Layoff Process 56\u003c\/p\u003e \u003cp\u003eLack of Strategic Direction 57\u003c\/p\u003e \u003cp\u003eLack of Management Credibility 58\u003c\/p\u003e \u003cp\u003eShort-Term Profit Orientation 58\u003c\/p\u003e \u003cp\u003eSense of Permanent Change 59\u003c\/p\u003e \u003cp\u003eUnexpected Findings 60\u003c\/p\u003e \u003cp\u003eLearnings and Implications 62\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Time Does Not Heal All Wounds: The Effects of Long-Term Survivor Sickness 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStress, Fatigue, Extra Workload, Decreased Motivation, Sadness, and Depression 64\u003c\/p\u003e \u003cp\u003eInsecurity, Anxiety, and Fear 65\u003c\/p\u003e \u003cp\u003eLoyalty to Job (Not Company), Nonreciprocal Loyalty, and Self-Reliance 66\u003c\/p\u003e \u003cp\u003eSense of Unfairness and Anger over Top Management Pay and Severance 67\u003c\/p\u003e \u003cp\u003eResignation and Numbness 67\u003c\/p\u003e \u003cp\u003eLack of Management Communication 68\u003c\/p\u003e \u003cp\u003eHelpful and Communicative Managers 69\u003c\/p\u003e \u003cp\u003eHonest Communication 70\u003c\/p\u003e \u003cp\u003eShort-Term Plans and Strategy 70\u003c\/p\u003e \u003cp\u003eLayoff Process Problems 71\u003c\/p\u003e \u003cp\u003eResentment over Being Made to Feel Guilty 72\u003c\/p\u003e \u003cp\u003eA Look Back from the Second Act 73\u003c\/p\u003e \u003cp\u003eLearnings and Implications 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three Interventions For Healthy Survival 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 A Four-Level Process for Handling Layoffs and Their Effects 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLayoff Survivor Feeling Clusters and Coping Strategies 79\u003c\/p\u003e \u003cp\u003eThe Four-Level Intervention Model 82\u003c\/p\u003e \u003cp\u003eLearnings and Implications 84\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Level One: Manage the Layoff Processes 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“Clean Kills” and the Survivor Hygiene Factor 86\u003c\/p\u003e \u003cp\u003eRedundant Communication is Essential 86\u003c\/p\u003e \u003cp\u003eWhat to Communicate 87\u003c\/p\u003e \u003cp\u003eControl Traps That Block Communication 88\u003c\/p\u003e \u003cp\u003eBalancing Feeling and Thinking 92\u003c\/p\u003e \u003cp\u003eTell the Truth, and Never Say Never 97\u003c\/p\u003e \u003cp\u003eTwo Denial Traps 100\u003c\/p\u003e \u003cp\u003eProcess Research 103\u003c\/p\u003e \u003cp\u003eLearnings and Implications 106\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Level Two: Facilitate the Necessary Grieving 109\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Burden of a Heavy Bag 111\u003c\/p\u003e \u003cp\u003eA Team Intervention 113\u003c\/p\u003e \u003cp\u003eAn Attempted Systemwide Intervention 115\u003c\/p\u003e \u003cp\u003eA Small Business Visioning Intervention 118\u003c\/p\u003e \u003cp\u003eA Departmental Wake 121\u003c\/p\u003e \u003cp\u003eEmpowering Leaders Through Models of Change 123\u003c\/p\u003e \u003cp\u003eLearnings and Implications 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Level Three: Break the Codependency Chain and Empower People 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDagwood’s Prescient Stand 130\u003c\/p\u003e \u003cp\u003eCodependent Relationships 131\u003c\/p\u003e \u003cp\u003eOrganizational Codependency 131\u003c\/p\u003e \u003cp\u003eDetachment 133\u003c\/p\u003e \u003cp\u003eLetting Go 138\u003c\/p\u003e \u003cp\u003eConnecting with a Core Purpose 144\u003c\/p\u003e \u003cp\u003eLearnings and Implications 148\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Level Four: Build a New Employment Relationship 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Global Context of the New Reality 154\u003c\/p\u003e \u003cp\u003eFrom Long-Term to Situational Employment Relationships 155\u003c\/p\u003e \u003cp\u003eFrom Rewarding Performance with Promotion to Rewarding Performance with Acknowledgment of Relevance 158\u003c\/p\u003e \u003cp\u003eFrom Paternalistic to Empowering Management Behavior 161\u003c\/p\u003e \u003cp\u003eFrom Toxic Fidelity to Healthy Self-Responsibility 165\u003c\/p\u003e \u003cp\u003eFrom an Implicit Career Covenant to an Explicit Job Contract 169\u003c\/p\u003e \u003cp\u003eElements of Explicit Contractual Relationships 175\u003c\/p\u003e \u003cp\u003eLearnings and Implications 176\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four The Leadership Wake-Up Call 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Requisite Leadership Competencies They Don’t Teach in Business School 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChoose the Right Wolf to Feed 182\u003c\/p\u003e \u003cp\u003eAvoid Layoff Leadership Traps 184\u003c\/p\u003e \u003cp\u003eBehave Courageously 186\u003c\/p\u003e \u003cp\u003eLet Go of Outdated Managerial Commandments 188\u003c\/p\u003e \u003cp\u003eDon’t Listen to Chicken Little 192\u003c\/p\u003e \u003cp\u003eLearnings and Implications 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Rethinking Loyalty, Commitment, and Motivation: The Long and Painful Birth of the New Reality 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTen Old Paradigm Commandments Reframed 198\u003c\/p\u003e \u003cp\u003ePutting the Pieces Back Together: Reintegrating the Busted Culture 202\u003c\/p\u003e \u003cp\u003eLearnings and Implications 205\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Developing the Right Leadership Stuff 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeveloping Philosopher-Kings: Learning from Plato 207\u003c\/p\u003e \u003cp\u003eIntrapersonal Insight 208\u003c\/p\u003e \u003cp\u003eInterpersonal Competence 211\u003c\/p\u003e \u003cp\u003eCore Skills and Relevant Models 213\u003c\/p\u003e \u003cp\u003eThe Global Context of New Paradigm Leadership 219\u003c\/p\u003e \u003cp\u003eLearnings and Implications 223\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Life After Downsizing: Revitalizing Ourselves and Our Organizations 225\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Top Ten New Reality Managerial and Employee Roles 225\u003c\/p\u003e \u003cp\u003eFragile Choices 231\u003c\/p\u003e \u003cp\u003eThe Existential Act of Choosing Freedom 235\u003c\/p\u003e \u003cp\u003eLearnings and Implications 236\u003c\/p\u003e \u003cp\u003eReferences 237\u003c\/p\u003e \u003cp\u003eAcknowledgments 241\u003c\/p\u003e \u003cp\u003eThe Author 243\u003c\/p\u003e \u003cp\u003eIndex 245\u003c\/p\u003e \"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.\" (\u003ci\u003eMonster.com\u003c\/i\u003e, September 24, 2009)  \u003cp\u003e\u003cb\u003eDAVID M. NOER\u003c\/b\u003e 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 \u003ci\u003eBreaking Free\u003c\/i\u003e from Jossey-Bass. Previously he edited the \u003ci\u003eOD Practitioner\u003c\/i\u003e and served on the board of trustees of the Organizational Development Network. You can contact David Noer at davidnoer.com.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eOrganizations of all types are experiencing an unprecedented, global pandemic of downsizing.\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eThis 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. \u003c\/p\u003e\u003cp\u003eCombining 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 \u003ci\u003elayoff survivor sickness\u003c\/i\u003e and has been frequently quoted in major media such as the \u003ci\u003eWall Street Journal\u003c\/i\u003e and\u003ci\u003e Fortune\u003c\/i\u003e—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. \u003c\/p\u003e\u003cp\u003eThis 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. \u003ci\u003eHealing the Wounds\u003c\/i\u003e 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.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989349089509,"sku":"NP9780470500156","price":27.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470500156.jpg?v=1761783767","url":"https:\/\/k12savings.com\/products\/healing-the-wounds-isbn-9780470500156","provider":"K12savings","version":"1.0","type":"link"}