Three Ways of Getting Things Done
Hierarchy, Heterarchy & Responsible Autonomy in Organizations
1st Edition
Published on 15. May 2007
104 pages
978-1-908009-61-6 (ISBN)
Description
As the former CEO of Shell Chemicals UK and Celltech, Gerard Fairtlough speaks about business with enormous authority and experience. In this ground-breaking book he draws on that experience to explain why hierarchy is not the only way to organize a business. He explains the alternatives to hierarchy (which he calls heterarchy and responsible autonomy) and shows how they can work in practice. This extensively revised and updated edition is vital reading for anyone who wants organizations to work better.
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Gerard Fairtlough
The Three Ways of Getting Things Done
Hierarchy, Heterarchy and Responsible Autonomy in Organizations
Book
05/2007
Triarchy Press
€29.40
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Content
- COVER
- CONTENTS
- Acknowledgements
- Foreword
- 1 Introduction
- 1.1 The Hegemony of Hierarchy
- 1.2 Why I Wrote this Book
- 1.3 The Shape of the Book
- 2 A Basis for Hegemony
- 2.1 How Hegemony Works
- 2.2 Genes
- 2.3 Hierarchy in Organizations
- 2.4 The 'Great Man'
- 2.5 Tradition
- 3 What Organizations Need
- 3.1 Coordination of Ends and Means
- 3.2 System
- 3.3 Organizational Culture
- 3.4 Leadership
- 3.5 Power
- 3.6 'Exit' and 'Voice'
- 3.7 Conclusion
- 4 The Three Ways of Getting Things Done
- 4.1 Hierarchy
- 4.2 Heterarchy
- 4.3 Responsible Autonomy
- 4.4 Complex Evolving Systems
- 4.5 Encapsulation
- 4.6 Critique
- 4.7 Resolving Disputes
- 4.8 Heterarchy Compared with Responsible Autonomy
- 4.9 Ideal Types
- 4.10 Are There Only Three Ways?
- 4.11 The University of Barchester
- 5 Advantages of Each of the Three Ways
- 5.1 Advantages of Hierarchy
- 5.2 Advantages of Heterarchy
- 5.3 The Evolution of Cooperation
- 5.4 Co-evolution
- 5.5 Pluralism
- 5.6 Using Diverse Talents
- 5.7 Advantages of Responsible Autonomy
- 6. Cultural Theory and Triarchy Theory
- 6.1 Grid and Group
- 6.2 Parallels with Triarchy theory
- 6.3 Conclusion
- 7 Blending the Three Ways
- 7.1 Contingency Theories of Organization
- 7.2 Donaldson's Contingency Theory
- 7.3 The Future of Work
- 7.4 Malone's Contingency Theory
- 7.5 Force-Based Organizations
- 7.6 Size as a Contingency
- 7.7 Conclusion
- 8 Drivers of Change
- 8.1 Practical Approaches
- 8.2 Ideas are Important
- 8.3 Skills
- 8.4 Democracy
- 8.5 Separation of Powers
- 8.6 Job Rotation
- 8.7 Project Leadership
- 8.8 Selection by Lot
- 8.9 Reward Systems
- 8.10 Semco
- 8.11 Enabling Infrastructure
- 8.12 Participation
- 8.13 Trust
- 8.14 Plasticity
- 8.15 Things that Help Heterarchy
- 8.16 Things that Help Responsible Autonomy
- 9 What is to be Done?
- 9.1 The Time is Ripe
- 9.2 How to Change
- 9.3 Role Models
- 9.4 The Centre for Computational Biology
- 9.5 TS plc
- 9.6 Save the Planet
- 9.7 The London Classical Orchestra
- 9.8 Heterarchical Practices Illustrated by These Stories
- 9.9 Conclusion
- Glossary
- Notes
- Bibliography
- About Triarchy Press
- Biography of the Author
