With single departures, we find that certain problem dimensions are not addressed. My colleague Angela, for example, paid particular attention to economic trends in the staffing of R&D departments. With her downsizing, our work-group’s scope of information was diminished.

With multiple departures, vast knowledge assets may disappear.

Re-reading Studs Terkel’s WORKING, I was reminded of Haverford President John R. Coleman’s experiences of demoralization, when, in his early 50’s, he was fired as he sought work in the guise of an unemployed man. Boomers may remember the story, featured in multiple articles, in 1973. Coleman was the coalmine’s canary in what, over the next 35 years, would develop from a problem of the unskilled to a crisis among the highly educated, professional worker.

However, who was paying attention? A generation’s inattention to a problem of little import to them at the time, served the same informational function as organizational downsizing: critical information, functionally useful as a KNOWLEDGE ASSET— to think through and address a problem—was lost.

Perhaps as youngsters, Boomers caught the article, but in our drive towards maturity, who paid attention, until the demographics were devastating and PERSONAL: for the unemployed individual over 50, it takes one out of two applicants ONE YEAR to find a job in non-recessionary times. If you are over 55, it takes one out of two work applicants TWO YEARS.

At the same time, given the average American level of retirement savings of approximately $30,000 post-Lehman, it is imperative that workers remain employed at career-level income through their late 70’s.

The yawning social crisis heralded by Coleman, a generation ago is this: there is a huge income gap between downsizing in one’s early 50’s and the necessity to work without retirement through one’s late 70’s. We cannot go softly into that good night. Still, with our attention on the present economic nightmare, who wants to begin factoring the problem to come? Especially, both generationally and as a function of organizational delight in short-term planning, if it doesn’t deliver an immediate impact on: YOU.

The multiple projects we’re working on at Accord’s StoneSoup begin to address the problem. Still, foundation funding remains tight, government funding is dedicated to bailout and the immediacy of recession, unemployed individuals have difficulty in self-payment: and we’re bound head-long into a socio-economic tsunami. Its not just health insurance that’s the problem: try to hold onto that day job!

Research reflects shows that self-directed strategies focusing on the feelings generated by unemployment are ineffective in handling the downward spirals of economic deprivation. The consistent grit and determination necessary in tackling the ups and downs of economic renewal adds to the difficulty of achieving economic goals. The only effective leverage is a flexibly adaptive strategy of goal-directed action.

StoneSoup’s “Negotiating Transitions Together” initiative supports individuals in actively coping with unemployment’s economic tsunami. NTT is a supportive, task-driven platform for attaining goal-directed success. NTT operates from a team model that articulates strategies and attainable action steps. NTT provides a task-focused platform, responsive to participants’ specific sets of challenges and strengths. Negotiating Transitions Together offers consistent structure and support in: 1) continuing task-focus; 2)environmental assessment; and 3) effective results-oriented feedback necessary for new success and hope.

The soldiers act to bring the villagers hope. They tell a story about a delicious meal of meat, vegetables, and steaming broth, which all can share. It develops as a function of a central belief: in a magical stone, placed in a large cauldron, volunteered by a villager.

The soldiers’ implicit knowledge- probably gained in the foxholes through the work of soldiering- of teamwork is instrumental in mobilizing the villagers’ pooling of their hidden resources with the yield of thriving rather than starving.

The StoneSoup Project works in a similar way: though instead of a stone, we rely on managerial and psychological research and practice.