Burnett argues in this piece that by the very virtue of how we identify top performers and those we want to keep during lay-offs, we not only lay off our best problem-solvers, but we also intimidate any remaining employees into not taking the risk of problem-solving.

Burnett points out that when looking for our star performers to keep, we look for those who work well in teams, get along with others, do what we ask of them without being questioning or argumentative, and exhibit other signs of high emotional intelligence.

We also tend to like, and feel more comfortable with, people who are like us. So we weed out those who think differently.

But perhaps even more interestingly, Burnett argues that many of the skills that make someone a good problem-solver also tend to put them on the opposite end of the pole from those high emotional intelligence workers we want to hold onto. It’s not just their ability to look at things differently.

If you’re contemplating a lay-off, or would just like some tips for identifying who might be your best problem-solvers, check it out. Burnett has some interesting ideas.