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

In his youth Gerard Fairtlough, the author of The Three Ways of Getting Things Done, thought, just like everyone else, that hierarchy was a natural and necessary part of organizations. It took years of working for a large multinational organization for him to begin to doubt that this was so, and more years before he started to explore the alternatives to hierarchy. In the end he has become convinced that it is vital to question hierarchy's inevitability and to develop alternatives to it. Tinkering isn't enough; huge shifts are needed if our businesses are to become more profitable and creative, if our government agencies are to become more effective, and if our non-governmental organizations are to make real changes in the world and act in a really responsible way. His method in this book is to expound some general principles and to develop some general models useful in all organizations. An organization is an entity, is a group of people working together for some purpose. Organization is also an activity, and here the meaning relates to the creation of discipline and order.He also tells stories about organizations, real and imagined, which illustrate and enliven these principles and models. Mostly, his arguments are based on organizational learning, on efficiency and effectiveness, on success in achieving organizational purposes, including increased profits for business. But he does not neglect the possibility that alternatives to hierarchy are morally desirable, that they could help people lead better lives. We must not neglect the possibility that alternatives to hierarchy are morally desirable, that they could help people lead better lives. In this, his third book on organizations, Gerard takes a radical look at organizational theory and encourages the reader to engage in a new and flexible paradigm for an effective, long-term change in organizational theory and practice.

Review :
"Imagine a company without bosses. Impossible? I would be inclined to agree, but Gerard Fairtlough... begs to differ and, the more I listen to his arguments, the more I believe he is on to something." Richard Donkin, writing in the Financial Times "Why is working in large organizations often so unrewarding? Why does it seem so purposeless, apart from the pay packet? Work takes up most of our waking lives for the best part of our lives, yet in many cases, work does not really work. What a waste!...Gerard Fairtlough addresses this big dilemma." Peter Day, BBC Radio 4 "...an elegant and concise exploration of contemporary theory and practice in the governance or organizations. It convincingly challenges the assumption that hierarchy is the inevitable default. Clearly written by a scientist and former CEO, it is superior to (and far more readable than) most management books". Walter Truett Anderson, World Academy of Art and Science "...a thoughtful book that every management consultant should read to assist and inform him or her when interacting with clients and assessing the prevailing culture climate in that organization". Alan Beckley, Managing Editor, Professional Consultancy"