As with the rest of this book, it's logical and easy to understand. The values clarification instrument can even be used with job applicants. In one particularly good chapter, the author discusses how to deal with employees whose maturity has been delayed- a common occurrence when people spend more years being students on the average today. Young employees in delayed adolescence can be grown by creating at atmosphere of predictable and consistent consequences. The lines aren't clear-cut, of course.
People can revert to adolescence after a divorce, for example.
He gives specific guidelines for managing each development stage and moving the employee on to the next one. This book suggests that what appears to be professional burnout is sometimes personal burnout, and can be overcome if dealt with as such. Another excellent chapter addresses accountability, an issue easily diffused in both hierarchical and flattened organizations by complex reporting relationships that blur who should be responsible for what to whom. Some readers may not agree with Dr. Shechtman's underlying assumptions, which favor the traditional pyramidal corporate structure. Regardless, his arguments are well presented and defended.