By Clay Spinuzzi
Paintings is altering. velocity and adaptability are extra well-liked than ever earlier than due to an accelerating wisdom economic system and complicated verbal exchange networks. those alterations have pressured a mass rethinking of ways we coordinate, collaborate, and converse. rather than tasks coming to demonstrated groups, groups are more and more converging round tasks.
These “all-edge adhocracies” are hugely collaborative and regularly transitority, their facet coming from the power to shape hyperlinks either in and out a company. those nimble teams come jointly round a particular activity, recruiting team of workers, assigning roles, and setting up ambitions. while the paintings is finished they disband their contributors and take their abilities to the subsequent project.
Spinuzzi deals for the 1st time a complete framework for realizing how those new teams functionality and thrive. His rigorous research tackles either the professionals and cons of this evolving workflow and is predicated in case experiences of actual all-edge adhocracies at paintings. His provocative effects will problem our long-held assumptions approximately how we should always be doing paintings.
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As organizations shift from hierarchies to networks, work becomes more projectiﬁed and the new all-edge adhocracies become less anchored to legacy hierarchies. Now let’s look at what these changes do to the key characteristics of alledge adhocracies: 34 chapter two • • • A weak division of labor. Institutional adhocracies (such as B’s task force) allowed institutions to cut across silos and hierarchical levels: the institutions could organize some of their work around a project instead. But in networks, all-edge adhocracies don’t crosswire existing silos and levels; rather, they are project-oriented, connecting people in a relatively ﬂat organizational structure.
This appearance is transitional, reassuring clients that the nonemployer ﬁrm will behave in familiar ways, but not deceiving the clients into thinking that these ﬁrms are larger. In fact, this veneer hides the fact that in some ways, these all-edge organizations are superior to the ones they mimic: faster, more agile, with less overhead, and more able to leverage specialists. Despite these advantages, these nonemployer ﬁrms face two challenges that larger companies don’t— two challenges that are two sides of the same coin.
22). Think of the bureaucracy as the “operating system” of an institution— the software that keeps the institution running and connected (see Rainie & Wellman 2012). The bureaucracy furnishes the operating logic for the hierarchy, the basic set of instructions that connects the hierarchy’s “hardware” to its applications in different domains. Max Weber famously described bureaucracy as a structure of domination (Weber 1978, p. 219). 973). 956). The bureaucracy demands calculable rules and little ambiguity— and therefore written documents (p.
All Edge: Inside the New Workplace Networks by Clay Spinuzzi