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In another significant finding, Cascio noted that although employment downsizers downsized staff by an average of 105%, they were unable to increase profitability (ROA) until the end of the second year after downsizing Even then, their ROA was only 03% above their industry average, which is not significant, considering the high percentage of layoffs It was not possible for firms to save or shrink their way to prosperity Updating his research with data from 1995 to 2000, Cascio found that, in fact, neither employment downsizing nor asset downsizing will yield long-term positive financial results that are significantly larger than those generated by stable employers (Note: Cascio cautions that he was not able to adjust statistically for the state of each organization s financial health or industry economic conditions prior to employment changes In addition, he only looked at reduced people costs, not other avenues of expense reduction).

The fact that downsizers in general consistently trail the profitability of stable employers, regardless of how many employees they lay off, has little effect on the decision to downsize, Cascio notes Companies continue to announce layoffs in conjunction with their presumed positive financial impact Downsizing Best Practices The 1997 report, Serving the American Public: Best Practices in Downsizing, sponsored by National Performance Review studied the downsizing efforts of 13 large corporations and government and municipal entities The reasons for downsizing among these entities are different Private-sector organizations typically downsize to save costs, allowing them to stay competitive in a global economy and provide the necessary shareholder returns For public-sector organizations, technology improvements and budget cuts generally drive downsizing initiatives Nevertheless, the report notes, much can be learned from the downsizing experiences of entities in both sectors.

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I continually came across dramatic ethical issues (most commonly patients not being properly informed of their conditions, not for resuscitation notes placed almost arbitrarily, and rationing decisions made covertly, according to social and ethnic criteria) each of which raised central, persisting questions I knew, from what I understood of ethics in the general sense, that it is not enough to shrug and say: What can I do it is too big for me for I could have done all sorts of things if I had chosen to But I did not because I was sure the consequences were unlikely to be good for me, or for the reputation of ethics teaching in the School At the time of writing the Second Edition I was deeply troubled by a patient who had been kept in a secure mental illness unit for 2 years.

Our study, and other studies on downsizing, found that many of the same elements that contributed to one organization s unsuccessful downsizing, such as poor planning and communication, can repeatedly be found in other organizations experiences The opportunity to learn from these organizations experiences by identifying both best practices and lessons learned is significant and should not be overlooked by either public- or private-sector.

The circumstances that led to her incarceration were certainly dramatic she was arrested and accused of repeated intimidation; she screamed her protests in the cells; she was committed involuntarily for psychiatric treatment; she was diagnosed erotomanic (amongst other things); she said she was a witch; and she had consistently failed to respond to treatment in the ways her medical guardians wanted (she would not, for instance, ever agree that she was mentally ill despite enormous pressure on her to confess to this).

The sidewalk was cordoned off, as the arrest-processing activity continued. Civilians know what s up when they turn the corner and all these cops are standing around; they re both drawn to it and kept away. The more assertive ones saunter over. What s going on It was clearly a crime scene. Prisoners in handcuffs snaked in a long line from the nearby station onto the bus. An officer stood on each side of the door. An old woman pulling a wire shopping cart read the lettering on the bus: Arrest Processing Center. A jail on wheels! she exclaimed. Why don t you bring that on up to my neighborhood You can lock em up all day! And so crime, disorder and fare evasion began to go down. . . . We had reduced fare evasion, motivated the cops, streamlined the arrest process, and increased police productivity; we had involved the public, increased their attention, and won their approval; we had controlled disorder and achieved a decrease in crime. All for arresting people for a buck-fifteen crime. We were proving the Broken Windows theory.17

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