Thus far, the events at General Hospital, which have included completion of a downsizing (Phase 1) and preparation for the much anticipated restructuring or flattening of the management hierarchy (Phase 2), have been the dominant themes of the interviews. Phase 3, which will involve reegineering or, more specifically, working to find ways to conserve the use of clinical resources, is but a distant concern, although some efforts have been undertaken to locate cost savings from operations. The consultants to the case have offered many insightful interpretations as to how these events have affected the employees of the hospital. It is perhaps an understatement to say that the top-down handling of the restructuring process has left all levels of management feeling vulnerable, disrespected, worthless, ineffective, and unwanted. It is also noteworthy that the experience at General Hospital is not unique and, in fact, has been played out in many organizations throughout the United States. In this regard, it is likely that the case is familiar to many readers, as it was to the three consultants. This familiarity to the consultants and the accompanying unconscious resistance to reexperiencing these types of distressing experiences become part of the conclusion to this book.