1. 50 Today, the org chart is hyperlinked, not hierarchical.
Respect for hands-on knowledge wins over respect for
abstract authority.
• Org charts of companies can be found on
the web easily as compared to before.

2. 51 Command-and-control management styles both
derive from and reinforce bureaucracy, power tripping
and an overall culture of paranoia.
• Command and control is a powerful thing
to have but it is often abused.

3. 52 Paranoia kills conversation. That's its point. But lack
of open conversation kills companies.
• Not everyone is comfortable talking about
certain topics.

4. 53 There are two conversations going on. One inside
the company. One with the market.
• Each has their own topics and
conversations.

5. 54 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.
• We need to have a healthy and successful
conversation.

6. 55 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.
• We must use things for what they are built
for and not misuse them.

7. 56 These two conversations want to talk to each other.
They are speaking the same language. They recognize
each other's voices.
• Two different places and conversations. Put
them all together and they are related and
fits the puzzle.