In my eighth year working for a large aerospace contractor in Southern California, I had settled into a culture that was, well, barbaric.  The massive site sat on a hundred acres and employed over 8,000 people. The “Walk of Shame” was the moniker employees had coined for the weekly management tours that took place in the plant. Supervisors and employees were regularly lectured and demeaned in full display of tour participants.  And there were three classes of people:  senior managers with company cars who ate lunch in an executive dining room, middle managers and supervisors who did exactly as they were directed, and skilled employees who were most often treated as replaceable or even non-essential parts.

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