Stumbled upon a fascinating chart that chronicles the history of government policy during past recessions. The graphs are broken down into the past five decades, with accompanying audio clips to attempt to explain what worked and what did not.

And as the recession starts to pummel Silicon Valley as layoffs pile up, “organizations are saying, ‘what is the absolute nuclear winter? Let’s plan for that. What you’re seeing now [are] organizations putting those plans into reality,” says Adam Charlson, senior partner at Korn/Ferry.

In a recent interview with BusinessWeek, Heidrick & Struggles International’s CEO paraphrased Charles Darwin to explain the economic circumstances affecting executive search.

Heidrick’s chief executive officer L. Kevin Kelly said, “It’s not the strongest or most intelligent that survive; it’s those that are willing and able to adapt and change.”

That’s why, in mid-January, he announced several changes to his $620 million firm: shifting toward consulting on executive retention; cutting executive search from more than 95% of its business to only 50%; firing 12% of its workforce; and slashing real estate costs by 30%.

Tom Neff, chairman of executive search firm Spencer Stuart U.S., says the spotlight should also be on boards of directors to take more active roles in response to the crisis. Every seat in the boardroom is critically important, says Neff.

“In light of the new challenges and uncertainties, what kind of talent and expertise is needed that isn’t sitting around the table today? More directors will be resigning from boards, particularly active executives who just don’t have the time or the stomach for this anymore. So boards need to be thinking ahead and have a pipeline of people they’re talking to who could be directors,” says Neff.

You can tell a lot about attitudes and the future by the specifics of what people are and are not buying.

For example, to say “consumer sales” are down is one thing. But precise information on what products are off and which are doing well would yield a far more comprehensive picture.

Ten months ago, I completed work on a product designed specifically for managers in our industry. Turbulent Times! A Manager’s Guide for Navigating Difficult Markets is a studio-produced 5-volume CD series with a remarkable pedigree. While completely redone and expanded for the current market, two predecessors had shown themselves to be highly effective in reducing losses in production and profits in two previous recessions. An excellent flier and envelope were prepared and mailed widely to selected firms in our industry. Broadly speaking, the product died.

Multiple impact is needed to establish a product and two months later, a repeat mailing was done. Again, sales were weak. Six months ago, a third revised mailing was done. Articles were written, highly favorable reviews published. More losses were sustained. Few sales were achieved.

Yet recently, things significantly changed. Beginning with the October financial meltdown and increasing dramatically post-Presidential election and with no further attempt at promoting Turbulent Times!, the phones have been buzzing. CD sets have been, if not flying off the shelves, at least walking very briskly. The order department is busy with no sign of a slowdown.

So what?

So what does this mean? What lies before us?

For starters, it means that our industry is slow to react, the last to really feel a recession. Most firms actually had a pretty decent 2008 cumulatively. That has changed, and recent economic events have further eroded confidence and production.

Is this a valid industry conclusion? Indeed it is.

Here are the facts.