It is a book directed at viewing the complex organization realistically, not as management would have it be seen, but as it is, an organization in crisis as well as in transition. The crisis is manifested in the failure of management to note, deal with, and motivate the post-modern workforce. The consequence has spawned six silent killers, social termites that destroy the infrastructure from within, while failing to be detected until it is usually too late for damage control. The transition represents a discrete change in the power base of the organization. Authority has been detached from management and integrated into the professional workforce at the level of consequences. In 1950, eighty percent of the workforce was blue collar and twenty percent was white collar. In the 21st century, these numbers have been reversed. Position power has had to yield to knowledge power. Yet the workplace culture still, in the main, is managed, motivated, and mobolized! as if management is a separate entity to workers; as if management has the answers when only the manager-worker partnerships do. The book in painfully direct and empirical detailed, outlining the problems and consequences of management's myopia. The book is a detailed and integrated discourse on possible ways to reverse this trend. It suggests that eighty percent of the work now being accomplished is by only twenty percent of the workforce. Imagine what a difference it would make if this could be changed to only 70-30: the possible difference between being competitive and being bankrupt.