About 'university of colorado degrees'|... to a certain degree. But I don’t want my...site through my experience of it bodily than to feel like...May 11 at CU Art Museum, University of Colorado at Boulder, and then from...
Ｂｉｇ Ｃｏｍｐａｎｉｅｓ ｆａｌｌ. Ｈｏｗ ｄｏ ｒｉｃｈ ｇｅｔ ｒｉｃｈｅｒ? Ｂｙ ｄｉｓｃａｒｄｉｎｇ ｙｏｕ ("Ｄｏｗｎｓｉｚｉｎｇ Ｈａｉｋｕｓ"). Ｗｈｉｌｅ ｔｈｉｓ ｃｏｍｉｃａｌ ｈａｉｋｕ ｏｎ ｄｏｗｎｓｉｚｉｎｇ ｒｅｐｒｅｓｅｎｔｓ ｔｈｅ ｐｅｓｓｉｍｉｓｍ ａｍｏｎｇ ｍａｎｙ ｗｏｒｋｅｒｓ ｗｈｏ ｈａｖｅ ｆａｌｌｅｎ ｖｉｃｔｉｍ ｔｏ ｔｈｉｓ ｐｒａｃｔｉｃｅ, ｉｔ ｉｎｄｅｅｄ ｈａｓ ｓｏｍｅ ｔｒｕｔｈ ｔｏ ｉｔ. Ｄｏｗｎｓｉｚｉｎｇ ｉｓ ｔｈｅ ｐｌａｎｎｅｄ ｅｌｉｍｉｎａｔｉｏｎ ｏｆ ｐｏｓｉｔｉｏｎｓ ｏｒ ｊｏｂｓ (Ｇｏｗｉｎｇ, 55). Ｙｏｕ ｍｉｇｈｔ ｅｖｅｎ ｓａｙ ｄｏｗｎｓｉｚｉｎｇ, ｗｈｉｃｈ ｉｓ ｏｆｔｅｎ ｃａｌｌｅｄ ｒｉｇｈｔｓｉｚｉｎｇ ｉｎ ａｎ ａｔｔｅｍｐｔ ｔｏ ｅｕｐｈｅｍｉｚｅ ｔｈｅ ｗｏｒｄ, ｉｓ ｔｈｅ ｏｐｐｏｓｉｔｅ ｏｆ ａ ｃｏｍｐａｎｙ ｅｘｐａｎｄｉｎｇ. Ｍａｎｙ ｔｙｐｅｓ ｏｆ ｃｏｒｐｏｒａｔｉｏｎｓ ａｎｄ ｂｕｓｉｎｅｓｓｅｓ ｈａｖｅ ｕｓｅｄ ｏｒ ｗｉｌｌ ｕｓｅ ｄｏｗｎｓｉｚｉｎｇ ｔｏ ａｃｈｉｅｖｅ ｄｉｆｆｅｒｅｎｔ ｇｏａｌｓ. Ｉｎ ｔｈｅ Ｕｎｉｔｅｄ Ｓｔａｔｅｓ ｆｏｒｔｙ ｔｈｒｅｅ ｍｉｌｌｉｏｎ ｊｏｂｓ ｗｅｒｅ ｅｒａｓｅｄ ｂｅｔｗｅｅｎ 1979 ａｎｄ 1995, ａｃｃｏｒｄｉｎｇ ｔｏ ａ Ｎｅｗ Ｙｏｒｋ Ｔｉｍｅｓ ａｎａｌｙｓｉｓ ｏｆ Ｌａｂｏｒ ｄｅｐａｒｔｍｅｎｔ ｓｔａｔｉｓｔｉｃｓ. Ｃｌｅａｒｌｙ ｔｈｉｓ ｉｓ ａ ｓｉｇｎｉｆｉｃａｎｔ ｐａｒｔ ｏｆ ｔｈｅ ｗｏｒｋ ｆｏｒｃｅ. Ｗｈａｔ ｈａｄ ｃｈａｎｇｅｄ ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ｔｏ ｒｅｓｏｒｔ ｔｏ ｄｏｗｎｓｉｚｉｎｇ? Ｍａｎｙ ｆａｃｔｏｒｓ ｈａｖｅ ａｆｆｅｃｔｅｄ ｔｈｅ ｗｏｒｋ ａｎｄ ｏｒｇａｎｉｚａｔｉｏｎａｌ ｓｔｒｕｃｔｕｒｅ ｃａｌｌｅｄ ｆｏｒ ｉｎ ｂｕｓｉｎｅｓｓ. Ｇｌｏｂａｌｉｚａｔｉｏｎ, ｃｏｎｓｏｌｉｄａｔｉｏｎｓ, ｃｏｍｐｕｔｅｒｉｚａｔｉｏｎ, ａｎｄ ｄｉｖｅｓｔｍｅｎｔ ｈａｖｅ ｒｅｓｕｌｔｅｄ ｉｎ ｄｒａｍａｔｉｃ ｃｈａｎｇｅｓ ｉｎ ｅｍｐｌｏｙｍｅｎｔ (Ｋｉｒｓｃｈｎｅｒ). Ａｌｌ ｏｆ ｔｈｅｓｅ ｈａｖｅ ｃｒｅａｔｅｄ ａ ｎｅｗ ｗｏｒｋｆｏｒｃｅ, ａ ｎｅｗ ａｔｔｉｔｕｄｅ ａｂｏｕｔ ｅｍｐｌｏｙｍｅｎｔ, ａｓ ｗｅｌｌ ａｓ ｒｅｄｕｃｉｎｇ ｊｏｂ ｓｅｃｕｒｉｔｙ ａｎｄ ｍｏｒａｌｅ. Ｔｈｅ ｉｎｃｒｅａｓｅ ｉｎ ｇｌｏｂａｌ ｂｕｓｉｎｅｓｓ ｈａｓ ｉｎｃｒｅａｓｅｄ ｃｏｍｐｅｔｉｔｉｏｎ ｉｎ ｍｏｓｔ ｉｎｄｕｓｔｒｉｅｓ. Ａｌｓｏ, ｔｈｅ ｉｎｃｒｅａｓｉｎｇ ｒａｔｅ ｏｆ ｔｅｃｈｎｏｌｏｇｙ ｈａｓ ａｌｌｏｗｅｄ ｆｏｒ ａ ｈｉｇｈｅｒ ｐｒｏｄｕｃｔｉｏｎ ａｎｄ ｇｌｏｂａｌ ｂｕｓｉｎｅｓｓ ｔｏ ｒｕｎ ｍｏｒｅ ｓｍｏｏｔｈｌｙ. Ｉｔ ｉｓ ｏｆｔｅｎ ｄｉｆｆｉｃｕｌｔ ｆｏｒ ｉｎｄｕｓｔｒｙ ｔｏ ｋｅｅｐ ｕｐ ｗｉｔｈ ｔｈｅ ｌａｒｇｅ ａｂｕｎｄａｎｃｅ ｏｆ ｔｅｃｈｎｏｌｏｇｙ ｔｈａｔ ｉｓ ｉｎｔｒｏｄｕｃｅｄ ｔｏ ｏｕｒ ｓｏｃｉｅｔｙ ｅｖｅｒｙ ｍｏｎｔｈ ａｎｄ ｙｅａｒ. Ｔｈｅ ｓｈｉｆｔ ｏｆ ｂｕｓｉｎｅｓｓｅｓ ｆｒｏｍ ｍａｋｉｎｇ ａ ｐｒｏｄｕｃｔ ｔｏ ｐｒｏｖｉｄｉｎｇ ａ ｓｅｒｖｉｃｅ ｈａｓ ｌｅｄ ｔｏ ｄｏｗｎｓｉｚｉｎｇ ａｎｄ ｒｅｅｎｇｉｎｅｅｒｉｎｇ ｏｆ ｍａｎｙ ｃｏｍｐａｎｉｅｓ. Ｃｏｍｐａｎｉｅｓ ｄｏｗｎｓｉｚｅ ｉｎ ａｎ ａｔｔｅｍｐｔ ｔｏ ｈｅｌｐ ｔｈｅ ｃｏｍｐａｎｙ ｆｉｎａｎｃｉａｌｌｙ ａｎｄ ｉｎ ｈｏｐｅｓ ｏｆ ｐｒｏｄｕｃｉｎｇ ｌａｒｇｅｒ ｒｅｖｅｎｕｅｓ. Ｉｎ ｍａｎｙ ｃａｓｅｓ ｌｅｓｓ ｐｅｏｐｌｅ ｗｏｒｋｉｎｇ ｌｅａｄｓ ｔｏ ａ ｍｏｒｅ ｅｆｆｉｃｉｅｎｔ ａｎｄ ｐｒｏｄｕｃｔｉｖｅ ｗｏｒｋｐｌａｃｅ. Ｔｈｅ ｗｏｒｋｅｒｓ ｌｅｆｔ ｂｅｃｏｍｅ ｍｏｒｅ ｅｆｆｉｃｉｅｎｔ ｉｎ ｓｐｅｅｄ, ｑｕａｌｉｔｙ, ａｓ ｗｅｌｌ ａｓ ｔｈｅ ｒｅｄｕｃｅｄ ｕｓｅ ｏｆ ｃｏｍｐａｎｙ ｒｅｓｏｕｒｃｅｓ. Ａｌｔｈｏｕｇｈ ｔｈｉｓ ｉｓ ｎｏｔ ａｌｗａｙｓ ｔｈｅ ｃａｓｅ, ｍａｎｙ ｍａｎａｇｅｒｓ ａｎｄ ＣＥＯ'ｓ ｂｅｌｉｅｖｅ ｉｎ ｆａｃｔ ｔｈｉｓ ｗｉｌｌ ｂｅ ｔｈｅ ｒｅｓｕｌｔ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｔｈｅｉｒ ｆｉｒｍ. Ｄｏｗｎｓｉｚｉｎｇ ｉｓ ａｌｓｏ ａ ｒｅａｃｔｉｏｎ ｔｏ ａｎ ｏｒｇａｎｉｚａｔｉｏｎａｌ ｄｅｃｌｉｎｅ ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ｏｒ ａ ｔｈｒｅａｔ ｏｆ ａｎ ｏｒｇａｎｉｚａｔｉｏｎａｌ ｃｏｍｐｅｔｉｔｉｏｎ. Ｉｆ ｏｎｅ ｆｉｒｍ ｄｏｗｎｓｉｚｅｄ ｃｏｍｐｅｔｉｔｏｒｓ ｍｕｓｔ ａｌｓｏ ｄｏｗｎｓｉｚｅ ｉｎ ｏｒｄｅｒ ｔｏ ｒｅｍａｉｎ ｃｏｍｐｅｔｉｔｉｖｅ. Ｉｔ ｉｓ ｖｉｔａｌ ｆｏｒ ｃｏｍｐａｎｉｅｓ ｔｏ ｋｅｅｐ ｕｐ ｔｏ ｐａｒ ｗｉｔｈ ｓｉｍｉｌａｒ ｅｎｔｉｔｉｅｓ. Ａ ｇｏｏｄ ｅｘａｍｐｌｅ ｏｆ ｔｈｉｓ ｃｕｒｒｅｎｔ ｔｒｅｎｄ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｃａｎ ｂｅ ｓｅｅｎ ｉｎ ｔｈｅ ｂａｎｋ ｉｎｄｕｓｔｒｙ. Ｍａｎｙ ｂａｎｋｓ ａｒｅ ｄｏｗｎｓｉｚｉｎｇ ｂｅｃａｕｓｅ ｏｆ ｉｎｔｅｎｓｅ ｇｌｏｂａｌ ｃｏｍｐｅｔｉｔｉｏｎ ｔｈｒｅａｔｅｎｅｄ ｂｙ ｆｕｒｔｈｅｒ ｄｅｒｅｇｕｌａｔｉｏｎ ｏｆ ｔｈｅｉｒ ｉｎｄｕｓｔｒｙ. Ａｌｓｏ, ｎｅｗ ｃｏｍｐｅｔｉｔｉｏｎ ｆｒｏｍ ｏｔｈｅｒ ｐｒｏｖｉｄｅｒｓ ｏｆ ｆｉｎａｎｃｉａｌ ｓｅｒｖｉｃｅｓ ｓｕｃｈ ａｓ ｉｎｓｕｒａｎｃｅ ｃｏｍｐａｎｉｅｓ ａｎｄ ｂｒｏｋｅｒａｇｅ ｆｉｒｍｓ ａｒｅ ｐｕｓｈｉｎｇ ｂａｎｋｓ ｔｏ ｒａｉｓｅ ｔｈｅ ｂａｒ (Ｃａｍｅｒｏｎ, 15). Ｄｏｗｎｓｉｚｉｎｇ ｍａｙ ｂｅ ｄｏｎｅ ｉｎ ａｎ ａｔｔｅｍｐｔ ｔｏ ｒｉｓｅ ｔｏ ｐｒｉｃｅ ｏｆ ｓｔｏｃｋｓ ｏｒ ａｆｔｅｒ ａ ｃｏｍｐａｎｙ ｍｅｒｇｅｒ. Ｌａｔｅｌｙ, ｌａｒｇｅ ｃｏｍｐａｎｉｅｓ ｍｅｒｇｉｎｇ ｔｏ ｃｏｍｅ ｔｏｇｅｔｈｅｒ ａｎｄ ｆｏｒｍ ｏｎｅ ｌａｒｇｅ ｅｎｔｉｔｙ, ｔｈａｔ ｃａｎ ａｎｎｕａｌｌｙ ｇｒｏｓｓｅｓ ｍｏｒｅ ｔｈａｎ ａｎ ｅｎｔｉｒｅ ｃｏｕｎｔｒｙ! Ｃｕｒｒｅｎｔｌｙ ｔｈｅｒｅ ａｒｅ ｆｉｖｅ ｍａｊｏｒ ｃｏｒｐｏｒａｔｉｏｎｓ ｔｈａｔ ａｒｅ ｔｈｏｕｇｈｔ ｔｏ ｃｏｎｔｒｏｌ ｔｈｅ ｍｅｄｉａ ａｎｄ ｍａｎｙ ｐｏｌｉｔｉｃａｌ ｄｅｃｉｓｉｏｎｓ ａｎｄ ａｌｌ ｏｆ ｔｈｅｓｅ ａｒｅ ｔｈｅ ｐｒｏｄｕｃｔ ｏｆ ｍｅｒｇｅｒｓ. Ｓｏｍｅｔｉｍｅｓ ａ ｐｌａｎｔ ｉｓ ｃｌｏｓｅｄ ａｎｄ ｅｍｐｌｏｙｅｅｓ ａｒｅ ｏｆｆｅｒｅｄ ａ ｎｅｗ ｐｏｓｉｔｉｏｎ ｉｎ ａｎｏｔｈｅｒ ｌｏｃａｔｉｏｎ. Ａｓ ｗｅ ｋｎｏｗ, ｗｉｔｈ ａ ｆａｍｉｌｙ ｔｈｉｓ ｉｓ ｏｆｔｅｎ ｑｕｉｔｅ ｄｉｆｆｉｃｕｌｔ ｔｏ ｄｏ. Ｔｈｅｒｅ ａｒｅ ｐｏｓｉｔｉｖｅ ｒｅｓｕｌｔｓ ｏｆ ａ ｃｏｒｐｏｒａｔｉｏｎ ｔｈａｔ ｌｅａｄ ｔｏ ｄｏｗｎｓｉｚｉｎｇ. Ｉｍｐｒｏｖｅｍｅｎｔｓ ｉｎ ｆｕｎｄａｍｅｎｔａｌ ｂｕｓｉｎｅｓｓ ｐｒｏｃｅｓｓｅｓ ａｎｄ ｐｒａｃｔｉｃｅｓ ｌｅａｄ ｔｏ ｄｏｗｎｓｉｚｉｎｇ. Ｔｈｉｓ ｗａｓ ｓｅｅｎ ｉｎ ｔｈｅ ｃｏｍｐａｎｙ ＤｕＰｏｎｔ ｗｈｅｎ ｔｈｅｙ ｃｕｔ 1,500 ｊｏｂｓ ｉｎ ｔｈｅｉｒ ｎｙｌｏｎ ａｎｄ ｐｏｌｙｅｓｔｅｒ ｕｎｉｔｓ (ａｂｏｕｔ 8% ｏｆ ｔｈｅ ｕｎｉｔ ｗｏｒｋｆｏｒｃｅ) ｂｅｃａｕｓｅ ｉｍｐｒｏｖｅｄ ｔｅｃｈｎｏｌｏｇｙ ｌｅｄ ｔｏ ａ ｈｉｇｈｅｒ ｒａｔｅ ｏｆ ｐｒｏｄｕｃｔｉｏｎ (Ｋｉｒｓｃｈｎｅｒ). Ｏｎｅ ｗｏｕｌｄ ｔｈｉｎｋ ｔｈａｔ ｗｏｒｋｅｒｓ ｔｈａｔ ａｒｅ ｔｈｅ ｌｅａｓｔ ｅｆｆｉｃｉｅｎｔ ａｎｄ ｓｋｉｌｌｅｄ ｗｏｕｌｄ ｂｅ ｌａｉｄ ｏｆｆ ｆｉｒｓｔ. Ｉｎ ｒｅａｌｉｔｙ, ｔｈｉｓ ｉｓ ｎｏｔ ｔｈｅ ｃａｓｅ. Ｍａｎｙ ｐｅｏｐｌｅ ｈａｖｅ ｔｈｅ ａｔｔｉｔｕｄｅ ｔｈａｔ ｉｆ ｔｈｅｙ ｗｏｒｋ ｈａｒｄ, ｋｅｐｔ ｔｈｅｉｒ ｎｏｓｅｓ ｃｌｅａｎ, ａｎｄ ｋｅｅｐ ｕｐ-ｔｏ-ｄａｔｅ ｓｋｉｌｌｓ ｒｅｌｅｖａｎｔ ａｎｄ ｉｎｄｉｒｅｃｔｌｙ ｒｅｌａｔｅｄ ｔｏ ｔｈｅｉｒ ｊｏｂ ｐｏｓｉｔｉｏｎ ｔｈｅｙ ｗｏｕｌｄ ｂｅ ｓｐａｒｅｄ ｂｅｉｎｇ ｄｏｗｎｓｉｚｅｄ. Ｙｏｕ ｃａｎ ｄｏ ａｌｌ ｔｈｅ ｒｉｇｈｔ ｔｈｉｎｇｓ ａｎｄ ｓｔｉｌｌ ｂｅ ｄｏｗｎｓｉｚｅｄ ｉｎ ａ ｃｏｒｐｏｒａｔｉｏｎ. Ｂｅｉｎｇ ｄｏｗｎｓｉｚｅｄ ｉｓ ｎｏ ｒｅｆｌｅｃｔｉｏｎ ｏｎ ｗｈａｔ ｙｏｕ ｄｏ ｏｒ ｈｏｗ ｙｏｕ ｄｏ ｙｏｕｒ ｊｏｂ. Ｐｅｏｐｌｅ ｗｈｏ ｔｈｏｕｇｈｔ ｔｈｅｙ ｗｅｒｅ ｄｏｉｎｇ ｗｅｌｌ ｗｅｒｅ ｃａｎｎｅｄ. Ｔｈｉｎｇｓ ｈａｖｅ ｃｈａｎｇｅｄ ｓｉｎｃｅ ｔｈｅ ｄａｙｓ ｗｈｅｎ ｄｏｗｎｓｉｚｉｎｇ ｗａｓ ｆｉｒｓｔ ｕｔｉｌｉｚｅｄ ｉｎ Ａｍｅｒｉｃａ. Ｍｏｓｔ ｏｆ ｔｈｅ ｔｉｍｅ ｗｈｅｎ ｐｅｏｐｌｅ ａｒｅ ｄｏｗｎｓｉｚｅｄ ｉｔ ｈａｓ ｍｕｃｈ ｍｏｒｅ ｔｏ ｄｏ ｗｉｔｈ ｔｈｅ ｐｏｓｉｔｉｏｎ ｔｈｅｙ ｈｅｌｄ ｒａｔｈｅｒ ｔｈａｎ ｔｈｅｍ ｐｅｒｓｏｎａｌｌｙ. Ｉｎ ｃａｓｅｓ ｗｈｅｒｅ ｔｈｏｕｓａｎｄｓ ａｒｅ ｌａｉｄ ｏｆｆ, ｃｌｅａｒｌｙ ｔｈｅｒｅ ａｒｅ ｔｏｏ ｍａｎｙ ｐｅｏｐｌｅ ｔｏ ｔａｋｅ ｉｔ ｐｅｒｓｏｎａｌｌｙ. Ｉｒｏｎｉｃａｌｌｙ, ｓｏｍｅｔｉｍｅｓ ｔｈｅ ｓｋｉｌｌｓ ｔｈａｔ ａｎ ｅｍｐｌｏｙｅｅ ｈａｓ ｇｅｔ ｈｉｍ ｏｒ ｈｅｒ ｔｒａｎｓｆｅｒｒｅｄ ｏｒ ｐｒｏｍｏｔｅｄ ｔｏ ａ ｌｅｓｓ ｓｅｃｕｒｅ ｊｏｂ ｔｈａｔ ｇｅｔｓ ｃｕｔ. Ｔｈｉｓ ｉｓ ｂｅｃａｕｓｅ ｃｏｍｐａｎｉｅｓ ａｒｅ ｃｕｔｔｉｎｇ ｃｏｓｔｓ ａｔ ｔｈｅ ｈｉｇｈｅｒ ｅｎｄ, ｅｌｉｍｉｎａｔｉｎｇ ｔｈｅ ｍｏｓｔ ｃｏｓｔｌｙ ｐｏｓｉｔｉｏｎｓ ａｎｄ ｔｈｅｙ ａｒｅ ｃｏｎｃｅｎｔｒａｔｉｎｇ ｏｎ ｎｕｍｂｅｒｓ, ｎｏｔ ｐａｒｔｉｃｕｌａｒ ｅｍｐｌｏｙｅｅｓ. Ａｇａｉｎ ｔｈｅ ｔｈｅｍｅ ｏｆ ｍｏｎｅｙ ｉｓ ｉｎ ｐｌａｙ. Ｗｈｉｌｅ ｍａｎｙ ｐｅｏｐｌｅ ａｒｅ ａｂｌｅ ｔｏ ｊｕｍｐ ｒｉｇｈｔ ｂａｃｋ ｉｎ ｔｈｅ ｓａｄｄｌｅ ｏｆ ａ ｎｅｗ ｐｏｓｉｔｉｏｎ ａｆｔｅｒ ｂｅｉｎｇ ｄｏｗｎｓｉｚｅｄ ｍａｎｙ ｔａｋｅ ｔｈｅ ｓｉｔｕａｔｉｏｎ ｖｅｒｙ ｄｉｆｆｅｒｅｎｔｌｙ. Ｐｅｏｐｌｅ ｂｅｃｏｍｅ ｓｈｏｃｋｅｄ ａｎｄ ａｎｇｒｙ, ｉｎ ｍａｎｙ ｃａｓｅｓ ｄｅｐｒｅｓｓｉｏｎ ｒｅｓｕｌｔｓ. Ｔｈｅｓｅ ｃｈａｎｇｅｓ ａｒｅ ｃｈａｎｇｉｎｇ ｔｈｅ ｍｉｎｄｓ ａｎｄ ｈｅａｒｔｓ ｏｆ ｔｈｏｓｅ ｉｎ ｔｈｅ ｗｏｒｋｐｌａｃｅ. Ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ｔｏｄａｙ ｐｅｏｐｌｅ ｎｅｅｄ ｔｏ ｌｅａｒｎ ｔｏ ｂｅ ｆｌｅｘｉｂｌｅ ａｎｄ ｗｏｒｋ ｗｉｔｈ ｔｈｅｓｅ ｏｆｔｅｎ ａｂｒｕｐｔ ｃｈａｎｇｅｓ ｉｎ ｊｏｂｓ. Ｉｔ ｉｓ ｐｏｓｓｉｂｌｅ ｔｏ ｆｉｎｄ ｅｍｐｌｏｙｍｅｎｔ ａｎｄ ｓｕｃｃｅｓｓ ｉｎ ｌｉｆｅ ａｆｔｅｒ ｂｅｉｎｇ ｄｏｗｎｓｉｚｅｄ. Ｗｈｉｌｅ ｔｈｅ ｐｅｒｓｏｎ ｗｈｏ ｉｓ ｌａｉｄ ｏｆｆ ａｆｔｅｒ ｔｈｅｓｅ ｃｈａｎｇｅｓ ａｒｅ ａｆｆｅｃｔｅｄ ｆｉｎａｎｃｉａｌｌｙ, ｐｅｒｓｏｎａｌｌｙ ａｎｄ ｓｏｃｉａｌｌｙ ｍａｎｙ ｏｔｈｅｒｓ ｔａｋｅ ｔｈｅ ｈｉｔ ａｌｓｏ. Ｓｐｏｕｓｅｓ, ｃｈｉｌｄｒｅｎ, ｄｅｐｅｎｄｅｎｔ ｐａｒｅｎｔｓ, ｆｒｉｅｎｄｓ, ａｎｄ ｃｏｗｏｒｋｅｒｓ ａｒｅ ａｌｌ ａｆｆｅｃｔｅｄ. Ｏｆｔｅｎ ｃｏ-ｗｏｒｋｅｒｓ ｗｈｏｍ ｗｅｒｅ ｎｏｔ ｄｏｗｎｓｉｚｅｄ ｆｅｅｌ ｇｕｉｌｔｙ ｔｈａｔ ｓｏｍｅｏｎｅ ｔｈｅｙ ｒｅｓｐｅｃｔｅｄ ｐｒｏｆｅｓｓｉｏｎａｌｌｙ ｗａｓ ｅｌｉｍｉｎａｔｅｄ ｗｈｉｌｅ ｔｈｅｙ ｒｅｍａｉｎ. Ｍａｎｙ ｈｏｕｓｅｈｏｌｄｓ ｔｏｄａｙ ｓｕｒｖｉｖｅ ｏｎ ｔｗｏ ｓａｌａｒｉｅｓ ａｎｄ ｗｉｔｈｏｕｔ ｔｈｅ ａｄｄｉｔｉｏｎａｌ ｉｎｃｏｍｅ ｔｈｅｙ ｓｕｆｆｅｒ ｆｉｎａｎｃｉａｌｌｙ. Ｈｏｗｅｖｅｒ, ｏｕｔ ｏｆ ａｌｌ ｔｈｅ ｐｒｏｆｅｓｓｉｏｎａｌｓ ｔｈａｔ ｈａｖｅ ｂｅｅｎ ｄｏｗｎｓｉｚｅｄ ｔｈｏｓｅ ｉｎ ｂｌｕｅ-ｃｏｌｌａｒ ｈｏｕｒｌｙ ｗａｇｅ ｐｏｓｉｔｉｏｎｓ ｈａｖｅ ｓｕｓｔａｉｎｅｄ ａｐｐｒｏｘｉｍａｔｅｌｙ 50% ｊｏｂ ｌｏｓｓ (Ｃａｓｉｃｏ, 928). Ａｔ ｔｈｅ ｃｕｒｒｅｎｔ ｍｏｍｅｎｔ ｙｏｕ ａｒｅ ｉｎ ｊｕｓｔ ａｓ ｍｕｃｈ ｏｆ ａ ｒｉｓｋ ｔｏ ｂｅ ｄｏｗｎｓｉｚｅｄ ｉｆ ｙｏｕ ａｒｅ ａ ｗｈｉｔｅ-ｃｏｌｌａｒ ｗｏｒｋｅｒ, ｂｕｔ ｔｈｅ ｂｌｕｅ-ｃｏｌｌａｒ ｗｏｒｋｅｒｓ ｆｅｌｔ ｔｈｅ ｅｆｆｅｃｔｓ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｗｈｅｎ ｔｈｅ ｐｒａｃｔｉｃｅ ｆｉｒｓｔ ｅｍｅｒｇｅｄ. Ｃｈａｓｅ Ｍａｎｈａｔｔａｎ ｃｕｔ 12, 000 ｅｍｐｌｏｙｅｅｓ ａｎｄ Ｄｉｇｉｔａｌ Ｅｑｕｉｐｍｅｎｔ ｃｕｔ 20,000 (Ｇｏｗｌｉｎｇ, 57). Ｍａｎｙ ＣＥＯ'ｓ ｏｆ ｌａｒｇｅｓ ｂｕｓｉｎｅｓｓｅｓ ｓｕｃｈ ａｓ ｔｈｅｓｅ ａｒｅ ｃｒｉｔｉｃｉｚｅｄ ｂｅｃａｕｓｅ ｗｈｉｌｅ ｅｍｐｌｏｙｅｅｓ ａｒｅ ｃｕｔ ｉｎ ｌａｒｇｅ ｎｕｍｂｅｒｓ ｔｈｅ ＣＥＯ'ｓ ｓａｌａｒｙ ｉｓ ｓｔｉｌｌ ｅｘｔｒｅｍｅｌｙ ｈｉｇｈ. Ｉｔ ｉｓ ｎｏｔ ｕｎｃｏｍｍｏｎ ｆｏｒ ａ ＣＥＯ ｔｏ ｍａｋｅ ａ ｆｅｗ ｈｕｎｄｒｅｄ ｔｈｏｕｓａｎｄ ａ ｙｅａｒ! Ｃｅｒｔａｉｎｌｙ ｔｈｅ ｍｅａｇｅｒ ｆｉｎａｎｃｉａｌ ｒｅｌｉｅｆ ａ ｄｏｗｎｓｉｚｅｄ ｅｍｐｌｏｙｅｅ ｐｒｏｖｉｄｅｓ ｃａｎｎｏｔ ｃｏｍｐａｒｅ ｔｏ ａ ＣＥＯ'ｓ ｓａｌａｒｙ. Ｉｎ ａｄｄｉｔｉｏｎ, ｍａｎｙ ＣＥＯ'ｓ ａｌｓｏ ｐｒｏｆｉｔ ｆｒｏｍ ｔｈｅ ｉｎｃｒｅａｓｅ ｉｎ ｓｔｏｃｋ ｐｒｉｃｅｓ ａｆｔｅｒ ｄｏｗｎｓｉｚｉｎｇ ｍａｎｙ ｅｍｐｌｏｙｅｅｓ. Ｍｏｓｔ ＣＥＯ'ｓ ｔｒｙ ｔｏ ｄｅｆｅｎｄ ｔｈｅｍｓｅｌｖｅｓ ｂｙ ｓａｙｉｎｇ ｔｈｅｙ ｈａｄ ｔｏ ｄｏｗｎｓｉｚｅ ａｓ ａ ｌａｓｔ ｏｐｔｉｏｎ. Ｈｏｗｅｖｅｒ, ａ Ｒｉｇｈｔ Ａｓｓｏｃｉａｔｅｓ ｓｕｒｖｅｙ ｓｈｏｗｅｄ ｔｈａｔ 90% ｏｆ ｏｒｇａｎｉｚａｔｉｏｎｓ ｔｈａｔ ｈａｄ ｄｏｗｎｓｉｚｅｄ, ｏｎｌｙ 6% ｔｒｉｅｄ ｔｏ ｃｕｔ ｐａｙ ｆｉｒｓｔ ａｎｄ 9% ｈａｄ ｓｈｏｒｔｅｎｅｄ ｗｏｒｋ ｗｅｅｋｓ ａｎｄ ｖａｃａｔｉｏｎ ｗｉｔｈｏｕｔ ｐａｙ, ｗｈｉｌｅ 14% ｈａｄ ｄｅｖｅｌｏｐｅｄ ｊｏｂ ｓｈａｒｉｎｇ ｐｌａｎｓ (Ｇｏｗｌｉｎｇ, 31). Ｔｈｅｓｅ ｓｔａｔｉｓｔｉｃｓ ｃｌｅａｒｌｙ ｓｈｏｗ ｔｈａｔ ｃｏｍｐａｎｉｅｓ ａｒｅ ｎｏｔ ｕｓｉｎｇ ｄｏｗｎｓｉｚｉｎｇ ａｓ ａ ｌａｓｔ ｒｅｓｏｒｔ, ｂｕｔ ｏｆｔｅｎ ａｓ ａ ｆｉｒｓｔ ｏｐｔｉｏｎ. ＣＥＯ'ｓ ｓｈｏｕｌｄ ｔａｋｅ ｔｈｅｉｒ "ｍｅｎｕ" ｏｆ ｃｏｓｔ ｃｕｔｔｉｎｇ ｏｐｔｉｏｎｓ ａｎｄ ｎｏｔ ｊｕｓｔ ｃｕｔ ｓｔｒａｉｇｈｔ ｔｏ ｄｏｗｎｓｉｚｉｎｇ, ｂｕｔ ａｌｓｏ ｔｅｓｔ ｏｕｔ ｏｔｈｅｒ ｓａｍｐｌｅｓ. Ｉｎ ｔｈｅ ｂｏｏｋ, Ｔｈｅ Ｎｅｗ Ｙｏｒｋ Ｔｉｍｅｓ ａｒｔｉｃｌｅ "Ｏｎ ｔｈｅ ｂａｔｔｌｅｆｉｅｌｄｓ ｏｆ ｂｕｓｉｎｅｓｓ, ｍｉｌｌｉｏｎｓ ｏｆ ｃａｓｕａｌｔｉｅｓ", 5 ｍａｊｏｒ ｓｔａｔｉｓｔｉｃｓ ａｒｅ ｇｉｖｅｎ ｔｏ ｓｈｏｗ ｔｈｅ ｔｒｅｎｄｓ ｉｎ ｄｏｗｎｓｉｚｉｎｇ ａｎｄ ｔｈｅ ｒｅｖｏｌｕｔｉｏｎ ｔｈａｔ ｉｓ ｔａｋｉｎｇ ｐｌａｃｅ (Ｕｃｈｉｔｅｌｌｅ, 14). 1. Ｎｅａｒｌｙ ｔｈｒｅｅ ｑｕａｒｔｅｒｓ ｏｆ ａｌｌ Ｕ.Ｓ. ｈｏｕｓｅｈｏｌｄｓ ｈａｖｅ ｈａｄ ａ ｃｌｏｓｅ ｅｎｃｏｕｎｔｅｒ ｗｉｔｈ ｌａｙｏｆｆｓ ｓｉｎｃｅ 1980. Ｉｎ 1/3 ｏｆ ａｌｌ ｈｏｕｓｅｈｏｌｄｓ, ａ ｆａｍｉｌｙ ｍｅｍｂｅｒ ｈａｓ ｌｏｓｔ ａ ｊｏｂ ｄｕｅ ｔｏ ｄｏｗｎｓｉｚｉｎｇ. 2. Ｏｎｅ ｉｎ ｔｅｎ ａｄｕｌｔｓ (19 ｍｉｌｌｉｏｎ) ｓａｉｄ ａ ｌａｙｏｆｆ ｉｎ ｔｈｅｉｒ ｈｏｕｓｅｈｏｌｄ ｗａｓ ａ ｍａｊｏｒ ｃｒｉｓｉｓ ｉｎ ｔｈｅｉｒ ｐｅｒｓｏｎａｌ ｌｉｖｅｓ. 3. Ｌａｙｏｆｆｓ ａｒｅ ｎｏｒｍａｌ ｄｕｒｉｎｇ ａ ｒｅｃｅｓｓｉｏｎ, ｂｕｔ ｎｏｗ ｔｈｅｙ ａｒｅ ｂｅｉｎｇ ｕｓｅｄ ｅｖｅｎ ｗｈｅｎ ｔｈｅ ｅｃｏｎｏｍｙ ａｎｄ ｔｈｅ ｃｏｍｐａｎｙ ａｒｅ ｄｏｉｎｇ ｗｅｌｌ, ａｎｄ ｉｎ ｍａｎｙ ｃａｓｅｓ ｅｖｅｎ ｗｈｅｎ ｂｏｔｈ ａｒｅ ｄｏｉｎｇ ｐｈｅｎｏｍｅｎａｌ. 4. Ｉｎ ｔｈｅ 1990'ｓ ｂｅｔｔｅｒ ｐａｉｄ ｗｏｒｋｅｒｓ ($50,000+) ａｃｃｏｕｎｔ ｆｏｒ ｔｗｉｃｅ ｔｈｅ ｓｈａｒｅ ｏｆ ｌｏｓｔ ｊｏｂｓ (12%) ｔｈａｔ ｔｈｅｙ ｄｉｄ ｉｎ ｔｈｅ 19080'ｓ (6%). 5. 50% ｍｏｒｅ ｐｅｏｐｌｅ ａｒｅ ａｆｆｅｃｔｅｄ ｂｙ ｌａｙｏｆｆｓ ｅａｃｈ ｙｅａｒ ｔｈａｎ ａｒｅ ｖｉｃｔｉｍｓ ｏｆ ｖｉｏｌｅｎｔ ｃｒｉｍｅｓ. Ｄｏｅｓ ｄｏｗｎｓｉｚｉｎｇ ｗｏｒｋ? Ｂａｓｅｄ ｏｎ ａ ｓｔｕｄｙ ｏｆ 311 ｃｏｍｐａｎｉｅｓ ｔｈａｔ ｄｏｗｎｓｉｚｅｄ ｂｙ ｍｏｒｅ ｔｈａｎ 3% (ｓｉｇｎｉｆｉｃａｎｔｌｙ) ｉｎ ａｎｙ ｙｅａｒ ｂｅｔｗｅｅｎ 1980 ａｎｄ 1990, ｔｈｅ ａｎｓｗｅｒ ｉｓ ｎｏ. Ｔｈｉｓ ｓｔｕｄｙ, ｗｈｉｃｈ ｗａｓ ｐｅｒｆｏｒｍｅｄ ａｔ ｔｈｅ Ｕｎｉｖｅｒｓｉｔｙ ｏｆ Ｃｏｌｏｒａｄｏ ｂｙ ｔｈｒｅｅ ｅｃｏｎｏｍｉｓｔｓ, ｆｏｌｌｏｗｅｄ ｔｈｅｓｅ ｃｏｍｐａｎｉｅｓ ｆｏｒ ｓｅｖｅｒａｌ ｙｅａｒｓ. Ｗｈａｔ ｗａｓ ｆｏｕｎｄ ｗａｓ ｔｈａｔ ｔｈｅ ｌｅｖｅｌ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｉｎ ａｎｙ ｇｉｖｅｎ ｃｏｍｐａｎｙ ｄｉｄ ｎｏｔ ａｆｆｅｃｔ ｐｏｓｔ ｄｏｗｎｓｉｚｉｎｇ ｃｏｍｐａｎｙ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ. Ｔｈｉｓ ｉｎｃｌｕｄｅｄ ｉｎｄｕｓｔｒｙ ｃａｐｉｔａｌ ｉｎｔｅｎｓｉｔｙ, ｓａｌｅｓ, ｖａｒｉａｂｉｌｉｔｙ, ａｎｄ ｃｏｍｐｅｔｉｔｉｖｅｎｅｓｓ. Ｉｎ ａｄｄｉｔｉｏｎ, ｔｈｅ ｌｅｖｅｌ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｄｉｄ ｎｏｔ ａｆｆｅｃｔ ｃｏｍｐａｎｙ'ｓ ｐｏｓｔ ｄｏｗｎｓｉｚｉｎｇ ｓｔｏｃｋ ｒｅｔｕｒｎｓ. Ｂａｓｅｄ ｏｎ ｔｈｅ ｅｎｔｉｒｅ ｓｔｕｄｙ ｉｔ ｗａｓ ｃｏｎｃｌｕｄｅｄ ｔｈａｔ ｄｏｗｎｓｉｚｉｎｇ ｄｏｅｓ ｎｏｔ ｉｍｐｒｏｖｅ ｏｒ ｈｕｒｔ ａ ｃｏｍｐａｎｙ'ｓ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ (Ｇｏｗｉｎｇ, 55-62). Ｔｈｅ ｑｕｅｓｔｉｏｎ ｔｈａｔ ｒｅｍａｉｎｓ ｔｈａｎ ｉｓ, ｉｆ ｔｈｉｓ ｓｔｕｄｙ ｗａｓ ｃｏｎｄｕｃｔｅｄ 10 ｙｅａｒｓ ａｇｏ, ｗｈｙ ａｒｅ ｗｅ ｓｔｉｌｌ ｄｏｗｎｓｉｚｉｎｇ ｊｏｂｓ? ＣＥＯ'ｓ ｓａｌａｒｉｅｓ ｈａｖｅ ｓｔｅａｄｉｌｙ ｉｎｃｒｅａｓｅｄ ｔｏ ｓｋｙ-ｈｉｇｈ ｎｕｍｂｅｒｓ, ａｎｄ ｙｅｔ ｗｅ ｓｔｉｌｌ ｓｅｅ ａ ｎｅｅｄ ｔｏ ｒｅｄｕｃｅ ｔｈｅ ｎｕｍｂｅｒ ｏｆ ｔｈｅ ａｖｅｒａｇｅ ｐｅｒｓｏｎ'ｓ ｐｒｏｆｅｓｓｉｏｎ. Ｔｈｅ ａｍｏｕｎｔ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ｔｏｄａｙ ｈａｓ ｌｅｄ ｔｏ ａｎ ｉｎｃｒｅａｓｅｄ ｄｉｓｔｒｕｓｔ ｉｎ ｏｎｅ'ｓ ｊｏｂ. Ｗｈｅｎ ｄｏｗｎｓｉｚｉｎｇ ｂｅｇｉｎｓ ｉｎ ｙｏｕｒ ｐｌａｃｅ ｏｆ ｅｍｐｌｏｙｍｅｎｔ ｏｒ ａｆｔｅｒ ｙｏｕ ａｒｅ ｒｅｌｅａｓｅｄ ｆｒｏｍ ｙｏｕｒ ｊｏｂ ｄｕｅ ｔｏ ｄｏｗｎｓｉｚｉｎｇ ｍａｎｙ ｉｓｓｕｅｓ ｗｉｌｌ ａｒｉｓｅ. Ｗｈｅｎ ｉｔ ｃｏｍｅｓ ｄｏｗｎ ｔｏ ｗｈｏ ｉｓ ｓｅｌｅｃｔｅｄ ｉｎ ｔｈｅ ｄｏｗｎｓｉｚｉｎｇ ｐｒｏｃｅｓｓ ｉｔ ｉｓ ｏｆｔｅｎ ｔｈｏｕｇｈｔ ｔｈａｔ ａｇｅ ｄｉｓｃｒｉｍｉｎａｔｉｏｎ ｉｓ ｉｎｖｏｌｖｅｄ ｉｎ ｔｈｉｓ ｐｒｏｃｅｓｓ. Ｔｈｉｓ ｉｓ ｕｎｆｏｒｔｕｎａｔｅ ｂｅｃａｕｓｅ ｏｌｄｅｒ ｗｏｒｋｅｒｓ ｈａｖｅ ｔｈｅ ｍｏｓｔ ｔｒｏｕｂｌｅ ｂｅｉｎｇ ｒｅｈｉｒｅｄ ａｆｔｅｒ ｌｏｓｉｎｇ ｔｈｅｉｒ ｊｏｂ. Ｔｈｉｓ ｃａｎ ｂｅ ｄｕｅ ｔｏ ｐｒｅｖｉｏｕｓ ｓｅｎｉｏｒ ｐｏｓｉｔｉｏｎｓ, ｇｒｅａｔｅｒ ｆｉｎａｎｃｉａｌ ｎｅｅｄｓ, ｂｅｉｎｇ ｓｅｔ ｉｎ ｏｎｅｓ ｗａｙ (ｎｏｔ ｆｌｅｘｉｂｌｅ), ａｎｄ ｖｅｒｙ ｏｆｔｅｎ ｔｈｅｙ ａｒｅ ｏｖｅｒｑｕａｌｉｆｉｅｄ. Ｗｈｉｌｅ ｔｙｐｉｃａｌｌｙ ｏｎｅ ｔｈｉｎｋｓ ｏｆ ａｎ "ｏｌｄ ｗｏｒｋｅｒ" ａｓ ａ ｐｅｒｓｏｎ ｃｌｏｓｅ ｔｏ ｒｅｔｉｒｅｍｅｎｔ ｏｒ ｏｌｄｅｒ ｔｈａｎ 65, ｔｈｉｓ ｉｓ ｎｏ ｌｏｎｇｅｒ ｔｈｅ ｃａｓｅ. Ｔｈｅ ｅｘｐｅｒｉｅｎｃｅ ａｎｄ ｑｕａｌｉｆｉｃａｔｉｏｎｓ ｐｅｏｐｌｅ ｉｎ ｔｈｅｉｒ 40'ｓ ａｎｄ 50'ｓ ｎｏｗ ｐｏｓｓｅｓ ｃａｎ ｅｖｅｎ ｌａｎｄ ｔｈｅｍ ｉｎ ｔｈｉｓ ｐｏｓｉｔｉｏｎ. Ａｆｔｅｒ ｂｅｉｎｇ ｄｏｗｎｓｉｚｅｄ ｍａｎｙ ｐｅｏｐｌｅ ｔａｋｅ ｐａｒｔ ｔｉｍｅ ｏｒ ｔｅｍｐｏｒａｒｙ ｅｍｐｌｏｙｍｅｎｔ ｔｏ ｂｅ ａｂｌｅ ｔｏ ｐａｙ ｔｈｅ ｂｉｌｌｓ ｕｎｔｉｌ ｓｏｍｅｔｈｉｎｇ ｂｅｔｔｅｒ ｃｏｍｅｓ ａｌｏｎｇ. Ｍａｎｙ ｏｔｈｅｒｓ ｔａｋｅ ｓｉｍｉｌａｒ ｐｏｓｉｔｉｏｎｓ ｉｎ ｔｈｅ ｓａｍｅ ｃｏｍｐａｎｙ ｉｎ ａｎｏｔｈｅｒ ｌｏｃａｔｉｏｎ, ｂｕｔ ａｓ ｍｅｎｔｉｏｎｅｄ ａｂｏｖｅ ｗｈｅｎ ｙｏｕ ｈａｖｅ ａ ｆａｍｉｌｙ ｔｈｉｓ ｃａｎ ｂｅ ｍｏｒｅ ｄｉｆｆｉｃｕｌｔ. Ｄｕｅ ｔｏ ｅｍｏｔｉｏｎｓ ｔｈａｔ ａｒｉｓｅ ｔｏｗａｒｄｓ ｔｈｅ ｃｏｍｐａｎｙ ａｆｔｅｒ ａ ｌａｒｇｅ ｇｒｏｕｐ ｉｓ ｄｏｗｎｓｉｚｅｄ, ｍａｎｙ ｃｏｍｐａｎｉｅｓ ｒｅｃｅｉｖｅ ｔｈｒｅａｔｓ ｓｕｃｈ ａｓ ｂｏｍｂ ｔｈｒｅａｔｓ. Ｇｅｎｅｒａｌｌｙ, ｉｔ ｉｓ ｓａｉｄ ｔｈａｔ ｉｆ ｙｏｕ ｈａｖｅ ａ ｇｏｏｄ ｓｋｉｌｌｓ ｓｅｔ ａｎｄ ｎｅｔｗｏｒｋ, ｙｏｕ ｗｉｌｌ ｂｅ ａｂｌｅ ｔｏ ｆｉｎｄ ａ ｇｏｏｄ ｎｅｗ ｊｏｂ ｒａｔｈｅｒ ｑｕｉｃｋｌｙ. Ｐａｕｌ Ｊ. Ｆｏｒｔｉ ｏｆ ＰＪＦ Ａｓｓｏｃｉａｔｅｓ, ｃｏｕｎｓｅｌｓ ｐｅｏｐｌｅ ｗｈｏ ｗｅｒｅ ｌａｉｄ ｏｆｆ ｏｎ ｓｅｅｋｉｎｇ ｎｅｗ ｅｍｐｌｏｙｍｅｎｔ. Ｈｉｓ ｆｉｒｍ ｅｓｔｉｍａｔｅｓ ｔｈａｔ 15%-20% ｏｆ ｔｈｅ ｐｅｏｐｌｅ ｔｈｅｙ ｃｏｕｎｓｅｌ ｄｏ ｎｏｔ ｒｅｃｅｉｖｅ ｔｈｅ ｓａｌａｒｙ ｏｒ ｐｏｓｉｔｉｏｎ ｔｈｅｙ ｌｏｓｔ ｏｎｃｅ ｔｈｅｙ ｆｉｎｄ ａ ｎｅｗ ｐｏｓｉｔｉｏｎ. Ｈｏｗｅｖｅｒ, 30%-40% ｇｅｔ ａｎ ｅｑｕａｌｌｙ ｓａｔｉｓｆｙｉｎｇ ｏｒ ｂｅｔｔｅｒ ｊｏｂ. Ｇｅｎｅｒａｌｌｙ ｔｈｏｓｅ ｗｉｔｈ ａｄｖａｎｃｅｄ ｄｅｇｒｅｅｓ (ｌａｗ ｄｅｇｒｅｅ, ＰｈＤ, Ｍａｓｔｅｒｓ) ｈａｖｅ ｌｉｔｔｌｅ ｔｏ ｎｏ ｔｒｏｕｂｌｅ ｆｉｎｄｉｎｇ ｅｍｐｌｏｙｍｅｎｔ ｉｎ ｔｈｅ ｆｕｔｕｒｅ. Ｍｒ. Ｆｏｒｔｉ ｓｕｇｇｅｓｔｓ ｔｈａｔ ｙｏｕ ｒｅｌｙ ｏｎ ｙｏｕｒｓｅｌｆ ｒａｔｈｅｒ ｔｈａｎ ｙｏｕｒ ｃｏｍｐａｎｙ ａｎｄ ｋｅｅｐ ｂｕｉｌｄｉｎｇ ｓｋｉｌｌｓ ａｎｄ ｋｅｅｐｉｎｇ ｔｈｅｍ ｃｕｒｒｅｎｔ (Ｋｉｒｓｃｈｎｅｒ, 6). Ｉｔ ｉｓ ｕｎｆｏｒｔｕｎａｔｅ ｔｈａｔ ｗｅ ｃａｎ ｎｏ ｌｏｎｇｅｒ ｔｒｕｓｔ ｏｕｒ ｅｍｐｌｏｙｅｒｓ, ｂｕｔ ｉｆ ｙｏｕ ｗａｎｔ ｔｏ ｓｕｒｖｉｖｅ ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ｙｏｕ ｈａｖｅ ｔｏ ｒｅａｌｉｚｅ ｓｅｃｕｒｉｔｙ ｉｓ ｎｏ ｌｏｎｇｅｒ ａ ｌｕｘｕｒｙ ｗｏｒｋｅｒｓ ｃａｎ ｅｎｊｏｙ. Ｔｈｅｒｅ ａｒｅ ｓｅｖｅｒａｌ ｐｏｓｉｔｉｖｅ ａｓｐｅｃｔｓ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ｔｈａｔ ａｒｅ ａｒｇｕｅｓ ｂｙ ｔｈｏｓｅ ｗｈｏ ｄｏ ｉｔ. Ｔｈｅｒｅ ｍｕｓｔ ｉｎ ｆａｃｔ ｂｅ ｓｏｍｅ ｐｏｓｉｔｉｖｅ ａｓｐｅｃｔｓ ｉｆ ｔｈｉｓ ｐｒａｃｔｉｃｅ ｃｏｎｔｉｎｕｅｓ ｄｅｓｐｉｔｅ ｔｈｅ ｒｅｓｕｌｔｓ. Ｉｔ ｉｓ ｔｈｏｕｇｈｔ ｔｈａｔ ｉｔ ｒｅ-ｅｎｅｒｇｉｚｅｓ ｔｉｒｅｄ ｅｍｐｌｏｙｅｅｓ ａｎｄ ｆｏｒｃｅｓ ｔｈｅｍ ｔｏ ｗｏｒｋ ｈａｒｄ ｉｎ ｏｒｄｅｒ ｔｏ ｋｅｅｐ ｔｈｅｉｒ ｊｏｂ. Ｏｄｄｌｙ ｅｎｏｕｇｈ, ｍａｎｙ ｐｅｏｐｌｅ ｗｈｏ ｈａｖｅ ｌｏｓｔ ｔｈｅｉｒ ｊｏｂｓ ａｒｅ ｇｉｖｅｎ ｔｉｍｅ ｔｏ ｒｅｆｌｅｃｔ ｏｎ ｔｈｅｉｒ ｃａｒｅｅｒｓ ａｎｄ ｔｈｅｉｒ ｄｒｅａｍｓ, ａｎｄ ｍａｎｙ ｄｅｃｉｄｅ ｔｏ ｔａｋｅ ａｎ ｅｎｔｉｒｅｌｙ ｄｉｆｆｅｒｅｎｔ ｐａｔｈ ｉｎ ｔｈｅｉｒ ｃａｒｅｅｒ. Ｗｈｉｌｅ ｔｈｉｓ ｉｓ ｎｏｔ ａｎ ａｄｖｉｓａｂｌｅ ｗａｙ ｔｏ ｄｉｓｃｏｖｅｒ ｈｉｄｄｅｎ ｔａｌｅｎｔｓ ｏｒ ｈｏｂｂｉｅｓ, ｉｔ ｃａｎ ｉｎ ｆａｃｔ ｂｅ ｔｈｅ ｒｅｓｕｌｔ ｏｆ ａｎ ｕｎｆｏｒｔｕｎａｔｅ ｓｉｔｕａｔｉｏｎ. Ｉｔ ｍａｙ ｅｖｅｎ ｈｅｉｇｈｔｅｎ ａｓｐｉｒａｔｉｏｎｓ ｆｏｒ ｅｍｐｌｏｙｅｅｓ ａｎｄ ｓｈｉｆｔ ｔｈｅ ｏｒｇａｎｉｚａｔｉｏｎ'ｓ ｆｏｃｕｓ ｔｏ ｆｕｔｕｒｅ ｐｏｓｓｉｂｉｌｉｔｉｅｓ. Ａｓ ｍｏｒｅ ａｎｄ ｍｏｒｅ ｅｍｐｌｏｙｅｅｓ ａｒｅ ｅｌｉｍｉｎａｔｅｄ ｔｈｅ ｒｅｍａｉｎｉｎｇ ｅｍｐｌｏｙｅｅｓ ｍｕｓｔ ｐｉｃｋ ｕｐ ｔｈｅ ｓｌａｃｋ ｏｆ ｔｈｏｓｅ ｗｈｏ ａｒｅ ｇｏｎｅ. Ｔｈｉｓ ｌｅａｄｓ ｔｏ ｅｍｐｌｏｙｅｅｓ ｂｅｉｎｇ ｔａｕｇｈｔ ｎｅｗ ｓｋｉｌｌｓ ａｎｄ ｐｒｏｖｉｄｉｎｇ ｔｈｅｍ ｗｉｔｈ ｔｒａｉｎｉｎｇ ａｎｄ ｄｅｖｅｌｏｐｍｅｎｔ. Ｔｈｉｓ ａｌｏｎｅ ｍａｋｅｓ ｔｈｅ ｓｉｎｇｌｅ ｅｍｐｌｏｙｅｅ ｍｏｒｅ ｂｅｎｅｆｉｃｉａｌ ｉｎ ｔｈｅ ｆｉｒｍ. Ｗｉｔｈ ｌｅｓｓ ｐｅｏｐｌｅ ａｒｏｕｎｄ ｃｏｍｍｕｎｉｃａｔｉｏｎ ｅｆｆｏｒｔｓ ｆｒｏｍ ｍａｎａｇｅｍｅｎｔ ａｎｄ ｌｏｗｅｒ ｌｅｖｅｌｓ ｃａｎ ｉｍｐｒｏｖｅ ａｎｄ ａ ｃｌｅａｒ ｍｉｓｓｉｏｎ ｃａｎ ｂｅ ｅｓｔａｂｌｉｓｈｅｄ. Ｐｅｏｐｌｅ ｍｉｇｈｔ ｆｅｅｌ ｃｌｏｓｅｒ ａｎｄ ｍｏｒｅ ｉｍｐｏｒｔａｎｔ ｉｎ ａｎ ｏｒｇａｎｉｚａｔｉｏｎ ｗｈｅｎ ｔｈｅｙ ｕｎｄｅｒｓｔａｎｄ ｉｔｓ ｄｉｆｆｅｒｅｎｔ ｔｙｐｅｓ ｏｆ ｆｕｎｃｔｉｏｎｓ. Ｔｈｉｓ ａｌｏｎｅ ｉｓ ｓａｉｄ ｔｏ ｅｎｃｏｕｒａｇｅ ｉｎｎｏｖａｔｉｏｎ ｉｎ ｅｍｐｌｏｙｅｅｓ. Ａｆｔｅｒ ｔｈｅ ｍｕｃｈ-ｐｕｂｌｉｃｉｚｅｄ ｄｏｃｕｍｅｎｔａｒｙ, Ｒｏｇｅｒ ａｎｄ ｍｅ ｂｙ Ｏｓｃａｒ ａｗａｒｄ ｗｉｎｎｉｎｇ ｍｏｖｉｅｍａｋｅｒ Ｍｉｃｈａｅｌ Ｍｏｏｒｅ ｔｈｅ ｃａｒ ｉｎｄｕｓｔｒｙ ｈａｓ ｂｅｅｎ ｏｂｓｅｒｖｅｄ ｍｏｒｅ ｃｌｏｓｅｌｙ. Ｗｈｉｌｅ ｔｈｉｓ ｆｉｌｍ ｃｈｒｏｎｉｃｌｅｓ ｔｈｅ ｃｌｏｓｉｎｇ ｏｆ ａ ＧＭ ｐｌａｎｔ ｉｎ Ｆｌｉｎｔ, Ｍｉｃｈｉｇａｎ ａｎｄ ｔｈｅ ｓｕｂｓｅｑｕｅｎｔ ｄｅｔｅｒｉｏｒａｔｉｏｎ ｏｆ ｔｈｅ ｔｏｗｎ ａｆｔｅｒｗａｒｄｓ, ｉｔ ｌｅａｖｅｓ ｍａｎｙ ｐｏｉｎｔｓ ｏｕｔ ｃｒｉｔｉｃｓ ｓａｙ. Ｄｕｒｉｎｇ ｔｈｅ 1980'ｓ Ｆｌｉｎｔ, Ｍｉｃｈｉｇａｎ ｈａｄ ｔｈｅ ｈｉｇｈｅｓｔ ｕｎｅｍｐｌｏｙｍｅｎｔ ｒａｔｅ ｏｆ ａｎｙ ｔｏｗｎ ｉｎ ｔｈｅ ｃｏｕｎｔｒｙ, ｂｕｔ ｉｔ ａｌｓｏ ｈａｄ ｔｈｅ ｓｅｃｏｎｄ ｏｒ ｔｈｉｒｄ ｈｉｇｈｅｓｔ ａｖｅｒａｇｅ ｐｅｒｓｏｎａｌ ｉｎｃｏｍｅ ｉｎ ｔｈｅ ｃｏｕｎｔｒｙ ｆｏｒ ｙｅａｒｓ ｂｅｆｏｒｅ. Ｄｉｓｓｉｄｅｎｔｓ ａｒｇｕｅ ｔｈａｔ ｃｏｒｐｏｒａｔｉｏｎｓ ｓｈｏｕｌｄ ｎｏｔ ｐａｙ ｅｍｐｌｏｙｅｅｓ ｍｏｒｅ ｔｈａｎ ｔｈｅｉｒ ｓｋｉｌｌｓ ａｒｅ ｗｏｒｔｈ, ｋｅｅｐ ｅｍｐｌｏｙｅｅｓ ｗｈｅｎ ｔｈｅｙ ａｒｅ ｎｏｔ ｎｅｅｄｅｄ, ｏｒ ｋｅｅｐ ｕｎｅｃｏｎｏｍｉｃ ｐｌａｎｔｓ ｏｐｅｎ ｔｏ ｓａｖｅ ｆａｃｅ. Ｉｆ ｃｏｒｐｏｒａｔｉｏｎｓ ｄｏｎ'ｔ ｃｌｏｓｅ ｄｏｗｎ ｕｎｅｃｏｎｏｍｉｃ ｐｌａｎｔｓ, ｔｈｅｙ ｗｉｌｌ ｈａｖｅ ｆｅｗｅｒ ｒｅｓｏｕｒｃｅｓ ｔｏ ｕｐｇｒａｄｅ ｔｈｅｉｒ ｖｉａｂｌｅ ｐｌａｎｔｓ, ａｎｄ ｐｕｔ ｔｈｅ ｗｏｒｋｅｒｓ ｉｎ ｔｈｏｓｅ ｐｌａｎｔｓ ｉｎ ｊｅｏｐａｒｄｙ ａｌｓｏ. Ｔｈｅ ｃｏｒｐｏｒａｔｉｏｎｓ ａｃｔｉｏｎｓ ｍｕｓｔ ｂｅ ｌｏｏｋｅｄ ａｔ ｉｎ ｔｈｅｉｒ ｅｎｔｉｒｅｔｙ ｎｏｔ ｊｕｓｔ ｔｈｅ ｄｅｔａｉｌｓ. Ｉｔ ｉｓ ｎｏｔ ｆａｉｒ ｔｈａｔ ｅｍｐｌｏｙｅｅｓ ｗａｎｔ ｔｈｅｓｅ ｃｏｒｐｏｒａｔｉｏｎｓ ｔｏ ｓｈａｒｅ ｔｈｅｉｒ ｗｅａｌｔｈ ｗｉｔｈ ｔｈｅｍ ｗｉｔｈ ｔｈｅｉｒ ｇｅｎｅｒｏｕｓ ｓａｌａｒｉｅｓ, ｂｕｔ ｗｉｌｌ ｎｏｔ ｔａｋｅ ｔｈｅ ｂｕｒｄｅｎ ｏｆ ｔｈｅｉｒ ｌｏｓｓｅｓ. Ｃｈａｎｇｅｓ ｔｈａｔ ｈａｖｅ ｂｅｅｎ ｓｕｇｇｅｓｔｅｄ ｔｏ ｉｍｐｒｏｖｅ ｄｏｗｎｓｉｚｉｎｇ ａｎｄ ｏｕｔｓｏｕｒｃｉｎｇ ｍｉｍｉｃ ｔｈｏｓｅ ｏｆ Ｅｕｒｏｐｅａｎ ｃｏｕｎｔｒｉｅｓ. Ｈｏｗｅｖｅｒ, ｂｅｔｗｅｅｎ 1980 ａｎｄ 1999 ｔｈｅ Ｕｎｉｔｅｄ Ｓｔａｔｅｓ ａｄｄｅｄ 24 ｍｉｌｌｉｏｎ ｎｅｗ ｊｏｂｓ, ｗｈｉｌｅ ｔｈｅ Ｅｕｒｏｐｅａｎ Ｕｎｉｏｎ ｏｎｌｙ ａｄｄｅｄ 9 ｍｉｌｌｉｏｎ. Ｉｎ ａｄｄｉｔｉｏｎ, ｉｎ 1999 ｕｎｅｍｐｌｏｙｍｅｎｔ ｉｎ Ａｍｅｒｉｃａ ｗａｓ ｕｎｄｅｒ 6% ｂｕｔ ｉｎ Ｇｅｒｍａｎｙ ｉｔ ｗａｓ 10% ａｎｄ ｉｎ Ｆｒａｎｃｅ 11% (Ｍａｉｔｌａｎｄ). Ｗｈｉｌｅ ｐｏｌｉｔｉｃｉａｎｓ ｌｉｋｅ Ｒａｌｐｈ Ｎａｄｅｒ, Ｔｅｄ Ｋｅｎｎｅｄｙ, ａｎｄ Ｐａｔ Ｂｕｃｈａｎａｎ ａｒｅ ａｇａｉｎｓｔ ｔｈｉｓ ｓｏ-ｃａｌｌｅｄ "ｃｏｒｐｏｒａｔｅ ｇｒｅｅｄ" ｉｔ ｓｅｅｍｓ ｔｈａｔ ｐａｉｎ ｆｒｅｅ ｅｃｏｎｏｍｉｃｓ ｏｎｌｙ ｅｘｉｓｔｓ ｉｎ ｔｈｅ ｓｐｅｅｃｈｅｓ ｏｆ ｐｏｌｉｔｉｃｉａｎｓ. Ｉｆ ｄｏｗｎｓｉｚｉｎｇ ｉｓ ｓｏｃｉａｌｌｙ ｉｍｍｏｒａｌ ａｎｄ ｕｎｐｒｏｆｉｔａｂｌｅ ｔｈａｎ ｔｈｅｒｅ ｍｕｓｔ ｂｅ ａ ｓｕｂｓｔｉｔｕｔｉｏｎ ｆｏｒ ｔｈｉｓ ｐｒａｃｔｉｃｅ. Ｆｉｎａｎｃｉａｌ ｅｘｐｅｒｔｓ ｒｅｃｏｍｍｅｎｄ ｒｅｓｐｏｎｓｉｂｌｅ ｒｅｓｔｒｕｃｔｕｒｉｎｇ ｏｆ ｃｏｍｐａｎｉｅｓ. Ｂｙ ｄｏｗｎｓｉｚｉｎｇ ｅｍｐｌｏｙｅｅｓ ｉｔ ｓｈｏｗｓ ｔｈａｔ ｍａｎａｇｅｒｓ ａｎｄ ＣＥＯ'ｓ ａｒｅ ａｓｋｉｎｇ ｔｈｅ ｑｕｅｓｔｉｏｎ ｔｏ ｔｈｅｍｓｅｌｖｅｓ, ｗｈａｔ ｉｓ ｔｈｅ ｍｉｎｉｍｕｍ ｎｕｍｂｅｒ ｏｆ ｐｅｏｐｌｅ ｗｅ ｎｅｅｄ ｔｏ ｒｕｎ ｏｕｒ ｏｐｅｒａｔｉｏｎｓ? Ｈｏｗｅｖｅｒ, ｒｅｓｔｒｕｃｔｕｒｉｎｇ ｏｆ ｔｈｅ ｆｉｒｍ ｓｈｏｗｓ ｔｈａｔ ｔｈｅｓｅ ｓａｍｅ ｐｅｏｐｌｅ ａｒｅ ａｓｋｉｎｇ ｈｏｗ ｃａｎ ｗｅ ｕｓｅ ｔｈｅ ｐｅｏｐｌｅ ｗｅ ｃｕｒｒｅｎｔｌｙ ｈａｖｅ ｍｏｒｅ ｅｆｆｅｃｔｉｖｅｌｙ? Ｔｈｉｓ ｓｉｍｐｌｅ ａｄｊｕｓｔｍｅｎｔ ｉｎ ｈｏｗ ａ ｍａｎａｇｅｒ ａｐｐｒｏａｃｈｅｓ ｊｏｂ ｐｏｓｉｔｉｏｎ ａｄｊｕｓｔｍｅｎｔｓ ｇｉｖｅｓ ｔｈｅ ａｐｐｅａｒａｎｃｅ ｔｈａｔ ｅｍｐｌｏｙｅｅｓ ａｒｅ ｖｉｅｗｅｄ ａｓ ａｓｓｅｔｓ ｒａｔｈｅｒ ｔｈａｎ ｃｏｓｔｓ ｔｏ ｂｅ ｅｌｉｍｉｎａｔｅｄ. Ｃｏｍｐａｎｉｅｓ ｎｅｅｄ ｔｏ ｄｅｖｅｌｏｐ ｐｌａｎｓ ｔｏ ｇｒｏｗ ａｎｄ ｉｎｃｒｅａｓｅ ｔｈｅｉｒ ｒｅｖｅｎｕｅ ｒａｔｈｅｒ ｔｈａｎ ｊｕｓｔ ｃｕｔ ｆｉｘｅｄ ｃｏｓｔｓ. Ｄｏｗｎｓｉｚｉｎｇ ｌｅｖｅｌｓ ｏｆ ｍａｎａｇｅｍｅｎｔ ｃａｎ ｌｅａｖｅ ｅｍｐｌｏｙｅｅｓ ｉｎ ａ ｄｅａｄ ｅｎｄ ｐｏｓｉｔｉｏｎ ｗｉｔｈ ｎｏ ｃｈａｎｃｅ ｏｆ ａｄｖａｎｃｅｍｅｎｔ. Ａｓ ｅａｃｈ ｐｒｏｇｒｅｓｓｉｖｅ ｓｔａｇｅ ｉｓ ｃｕｔ ｏｒ ｒｅｄｕｃｅｄ ｔｈｅ ｏｐｐｏｒｔｕｎｉｔｙ ｔｏ ｌｅａｒｎ ａｓ ｙｏｕ ｇｏ ｉｓ ｎｏ ｌｏｎｇｅｒ ａｖａｉｌａｂｌｅ. Ｃｏｍｐａｎｉｅｓ ｎｏｗ ａｒｅ ｕｓｉｎｇ ｍｏｒｅ ｔｅｍｐｓ. ｗｏｒｋｅｒｓ ｉｎ ｔｈｅｉｒ ｏｒｇａｎｉｚａｔｉｏｎｓ. 90% ｏｆ 1,110 ｒｅｓｐｏｎｄｅｎｔｓ ｉｎ ａ Ｂｕｓｉｎｅｓｓ ａｎｄ Ｌｅｇａｌ Ｒｅｐｏｒｔｓ ｓｕｒｖｅｙ ｒｅｐｏｒｔｅｄ ｔｈａｔ ｔｈｅｙ ｕｓｅｄ ｔｅｍｐ. ｗｏｒｋｅｒｓ. Ｔｈｉｓ ｉｓ ａ 50% ｉｎｃｒｅａｓｅ ｆｒｏｍ 5 ｙｅａｒｓ ａｇｏ (Ｍｏｎｄｙ, 503). Ｍａｎｙ ｃｏｍｐａｎｉｅｓ ｎｏｗ ｏｆｆｅｒ ａ 32-ｈｏｕｒ/ 4-ｄａｙ ｗｏｒｋｗｅｅｋ ｔｏ ｃｕｔ ｃｏａｔｓ. Ｔｈｉｓ ｓｃｈｅｄｕｌｅ ｗｏｒｋｓ ｂｅｓｔ ｆｏｒ ｎｅｗ ｅｍｐｌｏｙｅｅｓ, ａｓ ａｎ ａｌｔｅｒｎａｔｉｖｅ ｔｏ ｌａｙ ｏｆｆｓ, ａｎｄ ｆｏｒ ｅｎｔｒｙ-ｌｅｖｅｌ ｊｏｂｓ. Ｗｈｉｌｅ ｔｈｉｓ ｍａｙ ｎｏｔ ｓａｖｅ ａ ｌａｒｇｅ ａｍｏｕｎｔ ｏｆ ｍｏｎｅｙ, ｉｔ ｉｍｐｒｏｖｅｓ ｉｔ ａ ｂｉｔ. Ｗｈａｔ ｄｏｅｓ ｉｔ ｍｅａｎ ｔｏ ｂｅ ｌａｉｄ ｏｆｆ? Ｗｈｉｌｅ ｔｈｏｓｅ ｗｈｏ ａｒｅ ｄｏｗｎｓｉｚｅｄ ｗｉｌｌ ｔｅｌｌ ｙｏｕ ｔｈｅｙ ｗｅｒｅ ｌａｉｄ ｏｆｆ, ｄｏｗｎｓｉｚｉｎｇ ａｎｄ ｌａｉｄ ｏｆｆ ａｒｅ ｄｉｆｆｅｒｅｎｔ ｔｈｉｎｇｓ. Ｔｈｅｙ ｂａｓｉｃａｌｌｙ ｄｉｆｆｅｒ ｉｎ ｔｈｅ ｍａｇｎｉｔｕｄｅ ｏｆ ｔｈｅ ｎｕｍｂｅｒ ｏｆ ｗｏｒｋｅｒｓ ｔｈａｔ ａｒｅ ｎｏ ｌｏｎｇｅｒ ｅｍｐｌｏｙｅｄ. Ｗｈｉｌｅ ｄｏｗｎｓｉｚｉｎｇ ｉｎ ｔｈｅｏｒｙ ｉｓ ｏｎｌｙ ｓｕｐｐｏｓｅ ｔｏ ｈａｐｐｅｎ ｄｕｒｉｎｇ ｂａｄ ｔｉｍｅｓ, ｌａｙ ｏｆｆｓ ｏｃｃｕｒ ｄｕｒｉｎｇ ｒｅｃｅｓｓｉｏｎｓ ａｎｄ ｅｃｏｎｏｍｉｃ ｈｉｇｈｓ. Ｇｅｎｅｒａｌｌｙ, ｌａｙ ｏｆｆｓ ａｒｅ ｂａｓｅｄ ｏｎ ｓｅｎｉｏｒｉｔｙ. Ｔｈｉｓ ｉｓ ｄｉｆｆｅｒｅｎｔ ｔｈａｎ ｄｏｗｎｓｉｚｉｎｇ, ｂｅｃａｕｓｅ ａｎ ｅｎｔｉｒｅ ｌｅｖｅｌ ｏｆ ｕｐｐｅｒ ｍａｎａｇｅｍｅｎｔ ｃａｎ ｂｅ ｅｌｉｍｉｎａｔｅｄ ｄｕｒｉｎｇ ｄｏｗｎｓｉｚｉｎｇ ｗｈｉｌｅ ｔｈｉｓ ｉｓ ｎｏｔ ｔｈｅ ｃａｓｅ ｉｎ ｌａｙ ｏｆｆｓ. Ｈｏｗｅｖｅｒ, ａｔ ｔｈｅ ｅｎｄ ｏｆ ｔｈｅ ｄａｙ ｂｏｔｈ ｔｈｏｓｅ ｐｅｏｐｌｅ ｗｈｏ ｗｅｒｅ ｌａｉｄ ｏｆｆ ａｎｄ ｄｏｗｎｓｉｚｅｄ ａｒｅ ｌｅｆｔ ｗｉｔｈｏｕｔ ａ ｊｏｂ. Ａｔ ｔｈｅ ｓａｍｅ ｔｉｍｅ ｔｈａｔ ｄｏｗｎｓｉｚｉｎｇ ｉｓ ｂｅｉｎｇ ｓｃｒｕｔｉｎｉｚｅｄ ｉｎ ｔｈｅ ｍｅｄｉａ ａｎｄ ｗｉｔｈｉｎ ｃｏｍｐａｎｉｅｓ, ｓｏ ｉｓ ａｎｏｔｈｅｒ ｐｒａｃｔｉｃｅ ｃａｌｌｅｄ ｏｕｔｓｏｕｒｃｉｎｇ. Ｔｈｉｓ ｉｓ ｔｈｅ ｐｒａｃｔｉｃｅ ｏｆ ｓｅｎｄｉｎｇ ｄｉｆｆｅｒｅｎｔ ｊｏｂ ｆｕｎｃｔｉｏｎｓ ｏｒ ｄｅｐａｒｔｍｅｎｔｓ ｔｏ ｏｔｈｅｒ ｌｏｃａｔｉｏｎｓ. Ｉｎ ｍａｎｙ ｃａｓｅｓ ｔｈｅｓｅ ｊｏｂｓ ａｒｅ ｉｎ ｌａｒｇｅ ｎｕｍｂｅｒｓ ａｎｄ ｔｈｅｓｅ ｌｏｃａｔｉｏｎｓ ａｒｅ ｔｈｉｒｄ ｗｏｒｌｄ ｃｏｕｎｔｒｉｅｓ, ｗｈｅｒｅ ｗａｇｅｓ ａｒｅ ｌｏｗ ａｎｄ ｗｏｒｋ ｌａｗｓ ａｒｅ ｎｏｎ-ｅｘｉｓｔｅｎｔ. Ｒｅｃｅｎｔｌｙ ｔｈｅ ａｍｏｕｎｔ ｏｆ ＩＴ ｊｏｂｓ ｔｈａｔ ｈａｖｅ ｂｅｅｎ ｏｕｔｓｏｕｒｃｅｄ ｈａｓ ｂｅｃｏｍｅ ｉｎｃｒｅａｓｉｎｇｌｙ ａｌａｒｍｉｎｇ ｔｏ ｔｈｏｓｅ ｉｎ ｔｈｅ ｉｎｄｕｓｔｒｙ. Ｉｎ ｔｈｅ ｐａｓｔ ｔｈｏｓｅ ｉｎ ｔｈｅ ｔｅｃｈ ｉｎｄｕｓｔｒｙ ｈａｖｅ ｒｅｃｅｉｖｅｄ ｖｅｒｙ ｇｅｎｅｒｏｕｓ ｓａｌａｒｉｅｓ ｆｏｒ ｔｈｅｉｒ ｒａｒｅ ａｎｄ ｖａｌｕｅｄ ｓｋｉｌｌｓ. Ａｔ ｔｈｅ ｓａｍｅ ｔｉｍｅ, ｔｈｅｒｅ ｉｓ ａ ｗｏｒｋｅｄ ｉｎ Ｉｎｄｉａ ｗｈｏ ｉｓ ｊｕｓｔ ａｓ ｓｋｉｌｌｅｄ ａｎｄ ｅｄｕｃａｔｅｄ ｂｕｔ ｗｉｌｌ ｗｏｒｋ ｆｏｒ 4% ｏｆ ｔｈｅ ｓａｌａｒｙ ｏｆ ｔｈｅ Ａｍｅｒｉｃａｎ ｗｏｒｋｅｒ. Ｍａｎｙ ｖｉｅｗ ｔｈｉｓ ａｓ ａ ｔｈｒｅａｔ ｔｏ ｔｈｅ Ａｍｅｒｉｃａｎ ｗｏｒｋｆｏｒｃｅ, ｐａｒｔｉｃｕｌａｒｌｙ ｔｏ ｔｈｅ ｆｕｔｕｒｅ ｗｏｒｋｆｏｒｃｅ. Ｗｉｔｈ ｓｏ ｍａｎｙ ｐｏｓｉｔｉｏｎｓ ａｎｄ ｉｎｄｕｓｔｒｉｅｓ ｂｅｉｎｇ ｏｕｔｓｏｕｒｃｅｄ ｉｔ ｉｓ ｕｎｃｅｒｔａｉｎ ｈｏｗ ｆａｒ ｃｏｒｐｏｒａｔｉｏｎｓ ｗｉｌｌ ｇｏ ｔｏ ｓａｖｅ ｔｈｅｍｓｅｌｖｅｓ ｍｏｎｅｙ. Ｏｖｅｒ ｔｈｅ ｐａｓｔ 15 ｙｅａｒｓ ｏｒ ｓｏ, ｄｏｗｎｓｉｚｉｎｇ ｈａｓ ｗｉｐｅｄ ｏｕｔ ｈｕｎｄｒｅｄｓ ｏｆ ｔｈｏｕｓａｎｄｓ ｏｆ ｊｏｂｓ, ｄｉｓｒｕｐｔｅｄ ｌｉｖｅｓ ｏｆ ｅｍｐｌｏｙｅｅｓ, ａｎｄ ｃｈａｎｇｅｄ ｔｈｅ ｆａｃｅ ｏｆ ｅｍｐｌｏｙｍｅｎｔ. Ｉｔ ｈａｓ ｃｏｍｅ ｔｏ ｔｈｅ ｐｏｉｎｔ ｗｈｅｒｅ ｉｔ ｈａｓ ｔｏ ｂｅ ｓｕｃｈ ａ ｌａｒｇｅ ｄｏｗｎｓｉｚｉｎｇ (ｌｉｋｅ ｗｈｅｎ ＡＴ&Ｔ ｃｕｔ ｏｕｔ 40,000 ｊｏｂｓ) ｆｏｒ ｔｈｅ ｐｕｂｌｉｃ ｔｏ ｂｅ ｓｈｏｃｋｅｄ. Ｍａｎｙ ｃｏｎｓｕｌｔａｎｔｓ ｂｅｌｉｅｖｅ ｔｈｅ ｗｏｒｓｔ ｃｕｔｓ ａｒｅ ｏｖｅｒ, ｂｕｔ ｔｈｉｓ ｉｓ ｊｕｓｔ ａ ｐｒｅｄｉｃｔｉｏｎ. Ｗｈｅｔｈｅｒ ｔｈｅ ｔｒｅｎｄ ｗｉｌｌ ｃｏｎｔｉｎｕｅ ｉｎ ｓｕｃｈ ｌａｒｇｅ ｐｒｏｐｏｒｔｉｏｎｓ ｏｒ ａｔ ａｌｌ ｉｓ ｕｎｃｅｒｔａｉｎ. Ｗｅ ｍｕｓｔ ａｃｃｌｉｍａｔｅ ｏｕｒｓｅｌｖｅｓ ｔｏ ｔｈｉｓ ｅｎｖｉｒｏｎｍｅｎｔａｌ ｃｈａｎｇｅ ｉｎ ｔｈｅ ｗｏｒｋｆｏｒｃｅ ａｎｄ ｂｅ ｐｒｅｐａｒｅｄ ｔｏ ｐｏｓｓｉｂｌｙ ｂｅ ａ ｖｉｃｔｉｍ ｏｆ ｄｏｗｎｓｉｚｉｎｇ ａｎｄ/ｏｒ ｏｕｔｓｏｕｒｃｉｎｇ. Ｆａｉｒ ｏｒ ｎｏｔ, Ａｍｅｒｉｃａｎ ｃｏｒｐｏｒａｔｉｏｎｓ ａｒｅ ｆｏｕｎｄｅｄ ｏｎ ｃａｐｉｔａｌｉｓｔ ｔｈｏｕｇｈｔ ａｎｄ ｉｎ ｔｈｉｓ ｅｎｖｉｒｏｎｍｅｎｔ ｉｔ'ｓ ａｂｏｕｔ ｔｈｅ ｓｕｒｖｉｖａｌ ｏｆ ｔｈｅ ｆｉｔｔｅｓｔ ｒａｔｈｅｒ ｔｈａｎ ｃｏｒｐｏｒａｔｅ ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ. Ｗｏｒｋｓ Ｃｉｔｅｄ Ｃａｍｅｒｏｎ, Ｋ.Ｓ., Ｒ.Ｉ. Ｓｕｔｔｏｎ, ａｎｄ Ｄ.Ａ. Ｗｈｅｔｔｅｎ. "Ｉｓｓｕｅｓ ｉｎ ｏｒｇａｎｉｚａｔｉｏｎａｌ ｄｅｃｌｉｎｅ." Ｒｅａｄｉｎｇｓ ｉｎ Ｏｒｇａｎｉｚａｔｉｏｎａｌ Ｄｅｃｌｉｎｅ. Ｃａｍｂｒｉｄｇｅ, ＭＡ: Ｂａｌｌｉｎｇｅｒ, 1988. ｐｇ. 3-19. Ｄｏｗｎｓｉｚｉｎｇ Ｈａｉｋｕｓ. 1999. Ｏｃｔｏｂｅｒ 1, 2004. Ｇｏｗｉｎｇ, Ｍａｒｉｌｙｎ Ｋ., Ｊｏｈｎ Ｄ. Ｋｒａｆｔ, ａｎｄ Ｊａｍｅｓ Ｃａｍｐｂｅｌｌ Ｑｕｉｃｋ. Ｔｈｅ Ｎｅｗ Ｏｒｇａｎｉｚａｔｉｏｎａｌ Ｒｅａｌｉｔｙ: Ｄｏｗｎｓｉｚｉｎｇ, Ｒｅｓｔｒｕｃｔｕｒｉｎｇ, ａｎｄ Ｒｅｖｉｔａｌｉｚａｔｉｏｎ. Ｗａｓｈｉｎｇｔｏｎ, Ｄ.Ｃ.: Ａｍｅｒｉｃａｎ Ｐｓｙｃｈｏｌｏｇｉｃａｌ Ａｓｓｏｃｉａｔｉｏｎ, 1998. Ｋｉｒｓｃｈｎｅｒ, Ｅｌｉｓａｂｅｔｈ. "Ｅｍｐｌｏｙｍｅｎｔ Ｏｕｔｌｏｏｋ: Ｄｏｗｎｓｉｚｉｎｇ." ＡＣＳ Ｐｕｂｌｉｃａｔｉｏｎｓ. Ｏｃｔｏｂｅｒ 28, 1996. Ａｍｅｒｉｃａｎ Ｃｈｅｍｉｃａｌ Ｓｏｃｉｅｔｙ. Ｍａｉｔｌａｎｄ, Ｉａｎ. "Ｔｈｅ ｕｐｓｉｄｅ ｏｆ ｄｏｗｎｓｉｚｉｎｇ." Ｔｈｅ Ｓｔａｒ Ｔｒｉｂｕｎｅ.Ｍａｙ 6, 1996: 23-26 Ｍｏｎｄｙ, Ｒ. Ｗａｙｎｅ, Ｒｏｂｅｒｔ Ｍ. Ｎｏｅ, ａｎｄ Ｓｈａｎｅ Ｒ. Ｐｒｅｍｅａｕｘ. Ｈｕｍａｎ Ｒｅｓｏｕｒｃｅ Ｍａｎａｇｅｍｅｎｔ. 3ｒｄ ｅｄｉｔｉｏｎ. Ｕｐｐｅｒ Ｓａｄｄｌｅ Ｒｉｖｅｒ, ＮＪ: Ｐｒｅｎｔｉｃｅ-Ｈａｌｌ, 2003. Ｕｃｈｉｔｅｌｌｅ, Ｌ. ａｎｄ Ｋｌｅｉｎｆｉｅｌｄ, Ｎ.Ｒ. " Ｏｎ ｔｈｅ ｂａｔｔｌｅｆｉｅｌｄｓ ｏｆ ｂｕｓｉｎｅｓｓ, ｍｉｌｌｉｏｎｓ ｏｆ ｃａｓｕａｌｔｉｅｓ." Ｔｈｅ Ｎｅｗ Ｙｏｒｋ Ｔｉｍｅｓ. Ｍａｒｃｈ 3, 1996: 14-15. |
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