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Evolution through Heterarchical Organization

In 1989 at a gathering of executives and intellectuals from the influential California-based management consulting firm Global Business Network (GBN), poststructural philosophy professor turned management consultant Jay Ogilvy presented the idea that an obscure model from midcentury cognitive science called heterarchy was an ideal way to conceive of organizational management for the information economy.111 In his talk “People in the Nineties,” Ogilvy emphasized that future corporations and employees would better cope with uncertainty through flexible, distributed authority and shared responsibility. Heterarchy is best described in juxtaposition to hierarchy. In a hierarchy, one assumes that if A is over B, and B is over C, then A must be over C. In heterarchy, however, C may be over A even if A is over B. Importantly, heterarchy does not denote the absence of hierarchy; heterarchies are instead made up of circular loops of overlapping, and ever-changing, hierarchies. In a heterarchically organized structure there are no ultimate tops or bottoms even though superiority and inferiority exist.112 In the midcentury corporation, hierarchy, the assumed natural order for pyramidal organizational charts, came into question. Passed down from medieval theologians, hierarchy ruled corporations through rigid levels of authority. This inflexible management strategy directed by a single leader, once a bastion of midcentury corporate success, began to symbolize deterministic worldviews, the bane of innovation. The problem, as articulated by Ogilvy, was not “that there are no