ABSTRACT
The issues of organizational resilience and security took on new meaning after September 11, 2001. While the attack on the Twin Towers and the Pentagon directed our attention to the need to increase organizational and individual security, it followed a large number of organizational events that piqued interest in smaller ways. The purpose of this chapter is to describe one organization in which errors can lead to catastrophic outcomes and to describe how this organization and others like it encourage work-life segmentation and how people and policies in these organizations address this process.
