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The Three Ways of Getting Things Done Gerard Fairtlough

The Three Ways of Getting Things Done By Gerard Fairtlough

The Three Ways of Getting Things Done by Gerard Fairtlough

Reviews:
$10.00
Condition - Very Good
Only 3 left
Very Good

Summary

Looks at the 3 ways of getting things done: hierarchy, heterarchy and responsible autonomy. 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. It is useful for anyone who wants organizations to work better.

The Three Ways of Getting Things Done Summary

The Three Ways of Getting Things Done: Hierarchy, Heterarchy and Responsible Autonomy in Organizations by Gerard Fairtlough

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.

The Three Ways of Getting Things Done Reviews

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

About Gerard Fairtlough

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.

Table of Contents

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

Additional information

GOR002277005
9780955008108
0955008107
The Three Ways of Getting Things Done: Hierarchy, Heterarchy and Responsible Autonomy in Organizations by Gerard Fairtlough
Gerard Fairtlough
Used - Very Good
Paperback
Triarchy Press
20050500
130
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

Customer Reviews - The Three Ways of Getting Things Done