Alex

It had all the characteristics of the bank card mess of the late sixties. The internal strife was immense, pitting one segment of the industry with another in constant conflict for dominance. Each segment had messiahs preaching one gospel or another--governmental monopoly, unrestrained competition, state regulation, vertical integration,

the first and primary function of the card was to identify buyer to seller and seller to buyer. [...] The seller would receive good funds in local currency and the buyer would be billed later in the currency of their country. Thus, the second primary function was as guarantor of the value data. Clearly, it warranted to both buyer and sell

Could such an organization be patterned on biological concepts and methods? [...] What if we quit arguing about the structure of a new institution and tried to think of it as having some sort of genetic code?

After sharing the Visa story and underlying concepts, I told a small story. [...] Why then does such a system still lie dormant in the field of health? The answer is not complicated. Who would you trust to own and control such a system? [...] Only with the evolution of a chaordic organization in which all relevant and affected p

Educed behavior is the essence of leader/follower. Compelled behavior is the essence of all the others.

When speaking of others, rarely was a person referred to by name. The language suggested object or thing, not person. There was classification of individuals by nationality, race, or religious origination, and generalizations about each class. There was reluctance to deal with others as individual human beings. There was even gr

It comes down to both an individual and collective sense of where and how people choose to be led. In a very real sense, followers lead by choosing where to be led.

Making good judgments and acting wisely when one has complete data, facts, and information is not leadership. It's not even management. It's bookkeeping.

Everyone, any time, could see the picture emerge and evolve. They could see how the whole depended on their work, and how their work was connected to every other part of the effort. [...] To be able to get one's own work done and help another became a sought-after privilege.