This issue of CBR emerged from a conversation with people who, day in and day out, have to interact with, motivate, and manage a technical IT staff after having themselves been part of the same group. The order is a tall one for a number of reasons. The technical training these managers have received in school and the work they have done over the years have done little to prepare them to handle the people problems that they face in their managerial position. Very sharp technical people are often used to being the experts in their domain and are used to working independently.