The remainder of the book, in three sections, covers work concerns, workers, and work organizations. The section on executive development and the section on executive distress and organizational consequences address mainly executive coaching and organizational intervention. Both provide excellent discussions of personality. The article on job loss should be read by every psychiatrist who has encouraged a patient to take time off. The articles on work organizations cover organizational change, psychiatric illness, violence, workers' compensation, and ethics. Most likely to attract managers is Chapter 14—"Psychiatric Causes of Workplace Problems." This article lists common work problems, mental and life situations that cause these problems, and how to assess, intervene, and prevent. A lovely subtitle, "Investigating and Understanding the Problem," removes subjectivity and blame by giving authoritative direction that could move managers beyond the countertransference muddle that so often immobilizes them: "When an employee exhibits job performance problems, it is the responsibility of the supervisor to address the situation. The supervisor first documents the problem and then discusses the issues with the employee." The next chapter, "Emotional Crises in the Workplace," consists of 16 pages that should be condensed, laminated, and kept in every manager's pocket. It opens with a list of workplace disasters that sound like the Passover Seder, but each potential trauma receives a paragraph on assessment, intervention, and prevention marked by helpful simplicity and good case examples. There is even a chapter on overseas assignments and a description of the Myers-Briggs personality test.