The Three Ways of Getting Things Done
Hierarchy, Heterarchy and Responsible Autonomy in Organizations
Published in May 2005
Book
Paperback/Softback
130 pages
978-0-9550081-0-8 (ISBN)
Description
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.
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.
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.
Reviews / Votes
"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"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
More details
Language
English
Place of publication
Bridport
United Kingdom
Target group
Professional and scholarly
Illustrations
port.
Dimensions
Height: 239 mm
Width: 171 mm
Thickness: 10 mm
Weight
334 gr
ISBN-13
978-0-9550081-0-8 (9780955008108)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Gerard Fairtlough was trained as a biochemist, graduating from Cambridge University in 1953. He worked in the Royal Dutch Shell group for 25 years, the last five as CEO of Shell Chemicals U.K. In 1980 he founded the leading biopharmaceuticals company Celltech and was its CEO until 1990. Since then he has been involved in the start-up of several high-technology businesses, as a non-executive director or as a 'business angel'. He has been an advisor to various government and academic institutions, including Specialist Advisor to the House of Commons Select Committee on Science and Technology, a member of the Science and Engineering Council, and Chair of the Advisory Panel, Science Policy Research Unit, Sussex University. Gerard is also the author of Creative Compartments: A Design for Future Organisation (Adamantine Press, London, 1994), and co-author with Julie Allan and Barbara Heinzen of The Power of the Tale: Using Narratives for Organisational Success (Wiley, Chichester, 2001). He has also written extensively on the theory and practice of organizations and of innovation.
Gerard Fairtlough was trained as a biochemist, graduating from Cambridge University in 1953. He worked in the Royal Dutch Shell group for 25 years, the last five as CEO of Shell Chemicals U.K. In 1980 he founded the leading biopharmaceuticals company Celltech and was its CEO until 1990. Since then he has been involved in the start-up of several high-technology businesses, as a non-executive director or as a 'business angel'. He has been an advisor to various government and academic institutions, including Specialist Advisor to the House of Commons Select Committee on Science and Technology, a member of the Science and Engineering Council, and Chair of the Advisory Panel, Science Policy Research Unit, Sussex University. Gerard is also the author of Creative Compartments: A Design for Future Organisation (Adamantine Press, London, 1994), and co-author with Julie Allan and Barbara Heinzen of The Power of the Tale: Using Narratives for Organisational Success (Wiley, Chichester, 2001). He has also written extensively on the theory and practice of organizations and of innovation.
Gerard Fairtlough was trained as a biochemist, graduating from Cambridge University in 1953. He worked in the Royal Dutch Shell group for 25 years, the last five as CEO of Shell Chemicals U.K. In 1980 he founded the leading biopharmaceuticals company Celltech and was its CEO until 1990. Since then he has been involved in the start-up of several high-technology businesses, as a non-executive director or as a 'business angel'. He has been an advisor to various government and academic institutions, including Specialist Advisor to the House of Commons Select Committee on Science and Technology, a member of the Science and Engineering Council, and Chair of the Advisory Panel, Science Policy Research Unit, Sussex University. Gerard is also the author of Creative Compartments: A Design for Future Organisation (Adamantine Press, London, 1994), and co-author with Julie Allan and Barbara Heinzen of The Power of the Tale: Using Narratives for Organisational Success (Wiley, Chichester, 2001). He has also written extensively on the theory and practice of organizations and of innovation.
Content
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