Without Hierarchy
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Without Hierarchy
Author: Mariam Thalos
language: en
Publisher: Oxford University Press
Release Date: 2013-05-01
A venerable tradition in the metaphysics of science commends ontological reduction: the practice of analysis of theoretical entities into further and further proper parts, with the understanding that the original entity is nothing but the sum of these. This tradition implicitly subscribes to the principle that all the real action of the universe (also referred to as its "causation") happens at the smallest scales-at the scale of microphysics. A vast majority of metaphysicians and philosophers of science, covering a wide swath of the spectrum from reductionists to emergentists, defend this principle. It provides one pillar of the most prominent theory of science, to the effect that the sciences are organized in a hierarchy, according to the scales of measurement occupied by the phenomena they study. On this view, the fundamentality of a science is reckoned inversely to its position on that scale. This venerable tradition has been justly and vigorously countered-in physics, most notably: it is countered in quantum theory, in theories of radiation and superconduction, and most spectacularly in renormalization theories of the structure of matter. But these counters-and the profound revisions they prompt-lie just below the philosophical radar. This book illuminates these counters to the tradition principle, in order to assemble them in support of a vaster (and at its core Aristotelian) philosophical vision of sciences that are not organized within a hierarchy. In so doing, the book articulates the principle that the universe is active at absolutely all scales of measurement. This vision, as the book shows, is warranted by philosophical treatment of cardinal issues in the philosophy of science: fundamentality, causation, scientific innovation, dependence and independence, and the proprieties of explanation.
Decisions Without Hierarchy
Decisions Without Hierarchy is based on a two-year examination of three feminist organizations: a peace group, health collective, and business women's group. From these case studies, Iannello constructs a model of organizations that, while structured, is nevertheless non-hierarchical. She terms this organization from the "modified consensus model." Her case studies show that modified consensus does not give way to pressures toward formal hierarchy and that, therefore, the model merits the attention of feminists and organization theorists alike.
Coordination Without Hierarchy
Author: Donald Chisholm
language: en
Publisher: Univ of California Press
Release Date: 1992-09-29
The organizational history of American government during the past 100 years has been written principally in terms of the creation of larger and larger public organizations. Beginning with the Progressive movement, no matter the goal, the reflexive response has been to consolidate and centralize into formal hierarchies. That efficiency, effectiveness, and accountability, and the coordination necessary to achieve them, are promoted by such reorganizations has become widely accepted. Borrowing from social psychology, sociology, political science, and public administration, and using the public transit system of the San Francisco Bay area for illustrative purposes, Donald Chisholm directly challenges this received wisdom. He argues that, contrary to contemporary canons of public administration, we should actively resist the temptation to consolidate and centralize our public organizations. Rather, we should carefully match organizational design with observed types and levels of interdependence, since organizational systems that on the surface appear to be tightly linked webs of interdependence on closer examination often prove decomposable into relatively simpler subsystems that may be coordinated through decentralized, informal organizational arrangements. Chisholm finds that informal channels between actors at different organizations prove remarkably effective and durable as instruments of coordination. Developed and maintained as needed rather than according to a single preconceived design, informal channels, along with informal conventions and contracts, tend to match interorganization interdependence closely and to facilitate coordination. Relying on such measures reduces the cognitive demands and obviates the necessity for broadscale political agreement typical of coordination by centralized, formal organizations. They also advance other important values that are frequently absent in formally consolidated organizations, such as reliability, flexibility, and the representation of varied interests. Coordination Without Hierarchy is an incisive, penetrating work whose conclusions apply to a wide range of public organizations at all levels of government. It will be of interest to a broad array of social scientists and policymakers. In an earlier version, Coordination Without Hierarchy received the American Political Science Association 1985 Leonard D. White Award for the best doctoral dissertation in the field of public administration, including broadly related problems of policy formation and administrative theory.