Theses 50-56

Mary Joaquin
 Today, the org chart is hyperlinked, not
hierarchical. Respect for hands-on
knowledge wins over respect for abstract

• Authority within companies really

does not matter anymore as much as
it mattered in the past.
• In the past employees have high
regards with authority
• Employees treated differently now
compared in the past
 Command-and-control management styles
both derive from and reinforce bureaucracy,
power tripping and an overall culture of

• Command and control states that there should

only be one authority for each department .

• That notion may have probably motivated some

people to take the power or authority from others
who posses it . – power tripping

• Because of that some people are paranoid that

others might take away their authorities from
them
 Paranoia kills conversation. That's its point. But
lack of open conversation kills companies

• They are living and breathing the culture of

paranoia

• They try to limit the information, details, and etc

that they are sharing with other people

• This may result in unfinished works because of

lack richness in information causes delays and
affects work schedules, poor decision making,
and etc
There are two conversations going on.
One inside the company. One with the
market.

• Conversations taking place inside the

company

• Conversations between the company’s

customers

• These conversations may be done or may

take place through several options
In most cases, neither conversation is going very
well. Almost invariably, the cause of failure can be
traced to obsolete notions of command and
control.

• The reason why it is not going very well in most

cases is evidently because of the very root
reason, the principle of command-and-control.
• This principle may have given the way for power
tripping and culture of paranoia to exist.
• hinder active and open communication
 As policy, these notions are poisonous. As tools, they
are broken. Command and control are met with
hostility by intranetworked knowledge workers and
generate distrust in internetworked markets.

• The notion of command and control if

treated as a policy could be fatal if treated
as a tool, people or employees tend to
break it.

• Intranetworked workers builds up distrust

or suspicion in internetworked markets
These two conversations want to talk
to each other. They are speaking the
same language. They recognize each

• For Companies: KNOW IT STRAIGHT FROM YOUR

MARKET

• Company + Market = Conversation

• Both would benefit from it