During the past ten years, most organizations have experienced mergers, downsizing, or restructuring. Those workers who have been lucky enough to keep their jobs feel they are working harder with fewer rewards and little job security. At the same time corporations have imposed a flurry of new programmes (total quality, diversity, teams, continuous improvement) often in a seemingly arbitrary manner - with the ensuing turmoil leaving employees alienated, suspicious, cynical and burnt out. This book attempts to prove that corporations not only can recover from the negative human consequences of transitions, but can use those transitions as opportunities to build new and better organizations. Drawing on his consulting experience, the author offers specific advice on getting employees to recommit to their organization, on rebuilding teams and departments, and establishing new, performance expectations.