8.5. A Departmental Wake
The client. The corporate human resource department of a defense contractor.
The situation. The defense contractor had suffered continuing significant layoffs over a three-year period. When the vice president of human resources left, the new vice president differed in values and education from her subordinates. Margaret had a doctorate in counseling psychology and had worked in education prior to joining the company. She was also the company's only woman at the level of vice president. Margaret quickly diagnosed her department as "burned out" and unable to "let go of the past." In this case, the past had included high growth, lots of "fun" projects, and relatively high job security for this industry. Margaret wanted ...
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