The Three Ways of Getting Things Done

An organization must have a hierarchy. That's the conventional wisdom. It's what everyone believes. It's also the easy and familiar option. Many think that the only alternative is chaos. They think proper organizations need hierarchy to get things done effectively. But hierarchy is just one possible way of getting things done in an organization. This book looks objectively at hierarchy and shows us why it has such a grip on us. It also shows how well the alternatives can work in practice. The book is vital reading for anyone who wants organizations to work better.

ISBN 0955008107   DEWEY edition DC22 ISBN13 9780955008108 (What's this?)   Pages 130 Publisher Triarchy Press   Published in Bridport Imprint Triarchy Press   Height (mm) 170 Format Paperback   Width (mm) 130 Publication date 01 May 2005   Academic level Professional / Scholarly DEWEY 658.402

1. Introduction 2. A Basis for Hegemony 1. How Hegemony Works 2. Genes 3. Hierarchy in Organizations 4. The Great Man 5. Tradition 3. What Organizations Need 1. Coordination of Ends and Means 2. System 3. Organizational Culture 4. Leadership 5. Power 6. Exit and Voice 7. Conclusion 4. The Three Ways of Getting Things Done 1. Hierarchy 2. Heterarchy 3. Responsible Autonomy 4. Complex Evolving Systems 5. Encapsulation 6. Critique 7. Resolving Disputes 8. Heterarchy Compared with Responsible Autonomy 9. Ideal Types 10. Are There Only Three Ways? 11. The University of Barchester 5. Advantages for Each of the Three Ways 1. Advantages of Hierarchy 2. Advantages of Heterarchy 3. The Evolution of Cooperation 4. Co-Evolution 5. Pluralism 6. Using Diverse Talents 7. Advantages of Responsible Autonomy 6. Blending the Three Ways 1. Contingency Theories of Organization 2. Donaldson's Contingency Theory 3. The Future of Work 4. Malone's Contingency Theory 5. Force-Based Organizations 6. Size as a Contingency 7. Conclusion 7. Drivers of Change 1. Ideas are Important 2. Skills 3. Democracy 4. Separation of Powers 5. Job Rotation 6. Project Leadership 7. Selection by Lot 8. Reward Systems 9. Semco 10. Enabling Infrastructure 11. Participation 12. Things that Help Heterarchy 13. Things that Help Responsible Autonomy 8. What is to be Done? 1. The Time is Ripe 2. How to Change 3. The Centre for Computational Biology 4. TS plc 5. Save the Planet 6. The London Classical Orchestra 7. Heterarchical Practices Illustrated by These Stories 8. Conclusion

"Imagine a company without bosses. Impossible? I would be inclined to agree, but Gerard Fairtlough, author of a new book called The Three Ways of Getting Things Done, begs to differ and, the more I listen to his arguments, the more I believe he is on to something. Mr Fairtlough, a biochemist, former Shell executive and founder of Celltech, the UK biotechnology company that was sold in 2004 to UCB, the Belgian biopharmaceutical company, for GBP1.5 bn, believes that for too long society has accepted hierarchy as the natural order of organisations. The pecking order, after all, is a common feature of animal communities, but there are instances where some animal groups - meerkats for example - have developed interchanging roles for the good of the colony. Even here, however, there are alpha males and females. Mr Fairtlough believes what he calls our "addiction to hierarchy" is draining the energy of collaborative projects and sometimes failing, as a result, to either recognise or pay due regard to the input of able individuals whose significant contributions can be overlooked in a formal reporting structure." Richard Donkin, Financial Times

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