namic process unique to the institution attempting it. Although the product will be drastically different in each case, there are certain core tenets of the chaordic model. Some examples include

  • Maximize human ingenuity. Hock argues that the most abundant, least expensive, most underutilized, and frequently abused resource in the world was human ingenuity; the source of that abuse was archaic, Industrial Age institutions and the management practices they spawned.
  • Organizations must have clarity of a shared purpose, common principles, and strength of belief. According to Hock, organizations are merely conceptual embodiments of a very old, very basic idea—the idea of community. An organization’s success has enormously more to do with clarity of a shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability, or management competence.
  • Push all possible operations to the periphery. No function should be performed by any part of the whole that could reasonably be done by any more peripheral part, and no power vested in any part that might reasonably be exercised by any lesser part.
  • Foster and tolerate evolution. The organization must be adaptable and responsive to changing conditions, while preserving overall cohesion and unity of purpose. The governing structure must not be a chain of command, but rather a framework for dialogue, deliberation, and coordination among equals.


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