Becoming a manager does not necessarily require you to abandon the relationships you enjoyed before becoming a manager. If you had common interest outside of work before you became a supervisor, there is no reason the social association cannot continue. However, your relationships with operative employees are bound to naturally change. You are now a supervisor and, as such, your priorities are not the same as those of operatives. Chapter 1 points out the fact that, as a supervisor, you will have to play many roles and wear many different hats. Can anyone successfully wear the hat of both management and labor? Tomorrow's successful supervisors will be those who have learned to adapt to the chaos of constant change and uncertainty. They will be working in an environment changing at an unprecedented rate and pace of change. This will require them to be flexible and smarter, to be better and faster decision makers, to manage resources more efficiently, and to be prepared for constant and massive, even revolutionary, change. How can learning to manage chaos better prepare supervisors for their jobs in the next decade