Kitson: We had a very well-designed process. Rather than having one manager in a closed room making a determination about who stays and who goes, it would be an open process of a group of managers. That would prevent one manager from stealing the best person and also from just [firing] people they didn't like anymore. More people got a fair hearing. The managers had to make their decisions in an open process.

Q: Is that where you got all the ideas for this book - observing the layoff survivors?

Kitson: Actually, where I got most of the ideas was teaching and working with very successful professionals. Individuals who are ambitious and who take responsibility for their careers, they do these things. It just so happens that they are the same actions that individuals who are stuck need to employ.

Q: Bob, where did you pick up the ideas in the book?

Calandra: I was writing for a lot of human resource magazines, learning a lot of these things almost by osmosis, as a reporter does.

Q: What if things are beginning to unravel at work? What should you do?

Kitson: I'd start with taking stock of myself. What is it about me that I feel great about myself in the work I do? As wheels that may be out of my control begin to start churning, what are the things that I want that might be within my control?

Q: Then what?

Kitson: Then I would try to get as much information as I can about what's changing to understand what the facts are and what the implications might be for the organization and for myself.

Q: How does one avoid being paralyzed by fear?

Kitson: Probably the worst thing I could do is to actually become immobilized because of uncertainty. It actually would work against me. One thing is, I must continue to do my job and do it well. I have to realize I need to be productive. If for no other reason than to demonstrate to the organization that I am still valuable, and to allow me to look at what other opportunities I could seize hold of.

Q: Like a life raft?

Kitson: Yes. A life raft. Possibly a shift to another part of the organization if my own area is in jeopardy.

But in order to be able to do those things, I need to have a network of people who are going to be advocates - be they sponsors, colleagues, managers. If I'm doing those things, I'm less likely to be paralyzed.