"This chapter outlines a fundamental shift in the paradigm defining the working relationship between individuals and organizations. The end result of this shifting paradigm is a new psychological contract which, if not dealt with positively, can result in devastating effects on employees who remain in downsized organizations. The author defines this condition as "layoff survivor sickness." The chapter offers a 4-level model for intervention. Level 1 focuses on proper management of the layoff process itself. Level 2 emphasizes the acceptance of pain and the facilitation of grieving. Level 3 aims to break the chains of codependency without destroying trusting and honest relationships. Level 4 works to develop systems that are compatible with the new organizational reality, and to foster a new employment contract of responsibility."

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