* Hayek, F. A. Cosmos and Taxis, chapter 2 of Rules and Order, vol. I. Of Law, Legislation and Liberty, Chicago: University of Chicago Press, 1973. 35-54.
Here hayek discusses in depth the differences between spontaneous orders (Cosmos) and made or constructed orders (Taxis), which include all form of human organizations with specifiable goals, such as corporations, government bureaucracies, political parties, and the like.
Hayek, F. A. The Road to Serfdom. Chapters 10 and 11. Chicago: University of Chicago Press, 1944. 134-66.
While written as an attack on collectivism, these two chapters from Hayek’s book can also be read as an attack on the dehumanizing dimensions of large instrumental organizations as such. Their titles explain their contents: “Why the Worst Get on Top” and “The End of Truth.”
* Hock, Dee. Birth of the Chaordic Age, San Francisco: Berrett-Koehler Pub., 1999. 331 pp.
Dee Hock is founder and first CEO of VISA International, perhaps the world’s largest commercial enterprise. Rather intuitively, Hock utilized the implications of incorporating emergent principles into business to achieve his success. The hostility of some confederates kept him from pushing his ideas as far as he would have liked – but he achieved a lot nonetheless. In addition, Hock discusses the wider philosophical, social, and ethical implications of such an approach, which he terms “chaordic” as a combination of chaos and order. Hock and others interested in these concepts primarily as they apply to organizations have created an organization, the “Chaordic Commons” with an interesting website: http://www.chaordic.com.
Sherman, Howard J. and Ron Howard. Open Boundaries: Creative Business Innovation Through Complexity. Perseus Publishing, 1999. 232 pp.
Howard Sherman and Ron Schultz apply concepts from the field of complexity thinking (the study of dynamic, adaptive systems) developed in the Santa fe Center for Emergent Strategies to help readers understand the basic principles, cognitive models, and rules governing organizational decisions and actions. They argue understanding these principles will encourage greater creativity and more effective problem solving. They ffer examples such as Applied Biosystems and the U.S. Marine Corps.
Titles not yet annotated:
Cornuelle, Richard. De-Managing America: The Final Revolution, Random House. 147 pp.
Hardwick, David F. Laboratory Supervision and Management, Vancouver, Canada: Tantalus Publications, 2002.
Hardwick, David F. “Directoring” and Managing in a Professional System. Modern Pathology, Vol. 11, No. 6. 1998. p. 585.
Hardwick, David F, Hardwick, Walter G. and diZerega , Gus. Directing change: a contemporary administrative challenge. Modern Pathology 10,1997. pp. 380-3.
Huber, George P. The Nature and Design of Post-Industrial Organizations, Management Science, 30:8, August, 1984. pp. 928-950.
Petzinger, Thomas jr. The New Pioneers: The Men and Women Who Are Transforming the Workplace and the Marketplace, New York: Simon and Schuster
Semler, Ricardo. Maverick: The Success Story Behind the World’s Most Unusual Worktplace, Warner Books, 1993.
Wheatley, Margaret J. Leadership and the New Science: Discovering Order in a Chaotic World. 2nd ed., San Francisco: Berrett-Koehler, 1999.177 pp.
Wheatley, Margaret J. and Myron Kellner-Rogers. A Simpler Way, San Francisco: Berrett-Koehler, 1996.
Studies in Emergent Order 