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Abram, David humans’ caretaking place in the world, 74 the world “exceeds our grasp,” 207 accountability (peer-to-peer), 56, 120, 132, 184, 189, 197, 215 a watch-word of stewardship, 151 a way of being, 164–5 contrasted with compliance, 165–6 conversations for, serve two purposes, 167–8 replacing compliance with, 173–8 the public face of responsibility, 163 activists taking charge at work, 4, 124 business as usual is not an option, 170 conversations for aligning, what to do, 156, 169 creating a new language of work, 148–9 face three kinds of challenges, 134–5 finding partners, 193–4 following the examples of agile programmers, 137 framing the options for, 60 getting hierarchy out of the way, 180–1; not on management’s terms, 187–8; flying under the radar, 188–90; information technology (IT) has a limited role, 190–2 keeping each other engaged, 196–7 knowing your purpose, 194–5 questions for, 148, 197 roles of, 151 walk a tightrope, 147 where to begin, 138 agile (approach to software programming) 113–19, 238n, 239n agile manifesto, 113 care is secret ingredient in, 120 practices contrasted with waterfall method, 113–14, 116–17 response to limitations of management methods, 114 role of standups and questions to ask, 118–19 “scrum” explained, 118–19 adaptive work, 93, 109, 161, 185, 237n contrasted with technical work, 93 from the “dance floor” and “balcony,” 185, 250n involves values, attitudes, beliefs, relationships, 109–10, 161, 185 leading, 185 aligning about negotiating meaning, 162 accountability is essential for, 167 always a temporary state, 94 can be hard work, 152–3 conversations enable, 71, 153 ending apartheid in South Africa, 95, 186–7 has to with attitudes, values, relationships (adaptive work), 109, 153, 230n, 233n hierarchy is an obstacle to, 180 intensely social, 137 policy issues and, 246–7n the “bottom line” of organizing, 94, 183 alignment and the goodness of work, 203 can be interpreted in a mechanical way, 233n does not mean equal commitment or common goals, 96 Etienne Wenger’s view, 56 explained and contrasted with the management concept, 95–6 in the view from the top, 95 is in the eyes of participants, 95, 96 produces synergy, 76, 228n appreciative inquiry, 246n Bennie, Jeff, author of Jeff’s journal, 26, 29 Benner, Patricia, writing about care, 123 bottom line, see efficiency 267 268 Index boundaries in networks are more visible from the “balcony” than on the “dance floor,” 185 few among friends and close associates, 76 loose and flexible, never clear, 41, 42, 159 negotiating (a thread in the work of organizing), 86–91 organizing across, 134–5, 168–9, 187 BP (oil company, aftermath of rig explosion), 210, 255n, 256n breakdowns at work, 9–13 behind these, 22–3; missing conversations, 154, 157 differences in outlooks contribute to, 114 large scale, 9–10 smaller scale, 10–11 systemic and systematic, 12–13 when people don’t care, 127 with tragic consequences, 11–12, 219n Brown, John Seely and Paul Duguid, knowledge as “sticky” or” leaky,” 76 bureaucracy is bad for knowledge-work, 5, 22, 76, 170 see also hierarchy, competition at work business books offer simple recipes, 8 steer clear of organizing, motives, values, 25–6 tell a misleading story, 9 don’t explain good work, 200 business process reengineering (BPR), 235–6n at Jet Propulsion labs, 104–6 processes became tools, 106 the real work of organizing is missing, 109–12 unfilled promise, 103–4 care in work essential to good work, bridging boundaries, sharing knowledge, 123–4 necessary for human-centered work, 120 nursing compared with data-oriented medical practice, 122–3 practical and has to do with relationships, moral stance, 123–4; communities of practice, 133 secret ingredient of agile practices, 121 case studies the work of organizing (a reorg), 78–80 why strategic initiatives fail: BPR at Jet Propulsion Labs, 104–5; creating Department of Homeland Security, 107–9 change happens through action, 179 shouldn’t try to win support for it on management’s terms, 187 the myth that employees always resist it, 81, 229n change management employees prejudiced against, 11, 249n initiatives at Jet Propulsion Labs, 104 “whole systems change,” 179 Chaplin, Charles, Modern Times (1936), images of industrial work, 65 Churchill, Winston, what he said about democracy applies to organizing, 44 collaboration, 76, 96, 191, 214, 219n, 220n as a “safety net,” 142 bureaucracy, hierarchy, and competition are obstacles to, 13, 171 chemistry of 46–7 hinges on good relationships, 181 importance to agile programmers, 114, 121 IT departments don’t get it, 191–2 management favors competition over, 22, 135 communities of practice (CoP), 227n, 229n, 242n an alternative to compliance, 127, 132 in the hands of consultants became a management tool, 129 exhibit the spirit of ubuntu, 133 few groups qualify, 128–9 photocopier repair technicians as example of, 129–32: do good work without constant oversight, 130; demonstrate caring relationships, 132; organize themselves, 131 competition at work, 132, 141, 158, 211 accounts for poor team-work, 11 an obstacle to sharing knowledge, aligning, 59 claimed to promote efficiency, 136, 141 contributes to systematic breakdowns, 13 cut-throat, the antithesis of cooperation, 134, 214 economists’ claims for it are unfounded, 243n encourages lack of responsibility, 158 compliance alternatives to control with, 126–9, 142 contrasted to accountability, 165–6 is central to management, 37, 59, 170, 199, 230n, 248n, 249n management confuses it with accountability, 140, 164, 167, 247 undermines creativity, 83–5, 188 Index 269 Conklin, Jeff, on wicked problems, 92, 231n, 232n, 238n conversations among people in communities of practice, 129–30 and work-in-practice, 17, 20, 21, are closely tied to action, 143 crucial to aligning, 100–2, 195, 197 that are missing at work, 109–11, 157–9 the key to changing the way we work, new, 138–44, 146–7; the irony, symmetry, and synchronicity, 144 the substance of networking and knowledge-work, 39, 43–50, 58–9, 71–3, 81–3, 229n conversations for aligning, three domains of, 153–4 accountability described, 162–3 commitments described, 161–2 don’t turn them into tools, 168–9 illustrated, 155 openness described, 159–61 role in handling hierarchy, 184–5 taking on the work of organizing, 177–8 Crawford, Matthew, writing about work in Shop Class as Soulcraft, 200–2, 209 data can reveal a lot about factory-work, 16; has limited relevance for knowledge-work, 92, 100, 141 is central to the manage mindset, 38, 99, 208, 234n, 246n Davenport, Tom, an architect of business process reengineering critical of what happened to BPR, 103, 105, 235n, 236n Dilbert, 8–9, 218n domains of conversations, three, 153–4, 184 Drucker, Peter, father of modern management, 1–3, 5, 216 n, 234n, 259n ecosystems, organizations are like, 40 efficiency a weasel-word, 4 associated with a machine logic, 52, 54, 62, 139; is factory-talk, 149 at the heart of management, management speak, 13, 19, 53, 56 confusing good work with, 204, 212 contrasted with caring, 121 economists claim that competition promotes it, 136 Frederick Taylor and, 98–9, 126, 205, 233–4n Enlightenment thinking shaped management, influences workplaces, 14–15, 28, 220n, 224n Facebook, LinkedIn, social networking sites on the web, 67 factory-work contrasted with knowledge-work, 5, 16, 65–7, 71, 137, 196, management is tied to, 7, 77, nature of, 2, 226n, 230 pictures of, 66 see also industrial work Fantastic Voyage, film, 16, 220n Fayol, Henri, early French writer on management, 14, 243n field service technicians (illustrating a community of practice), 129–31 financial meltdown (2008) accident or negligence, 210 banks’ executives succumbed to hocus pocus, 208 financial data revealed as stories, 253n revived controversy over executives’ bonuses, 216n, Fineman, Stephen et al., on organizing, 24 fragmentation contributes to boundaries and breakdowns in networks, 88–9 god’s-eye perspective in management contrasted with a human one, 206–9, 254n explained, 206–7; diagram, 207 undermines the human spirit, 209 “going topless” means restoring voices that are missing at work, 213 organizing is never flawless, 215 good work, 12, 46, 53, 84,102, 119–20, 123, 129, 132, 142, 180, 211 can we recognize it?, 199 doesn’t depend on great success, 204 executives’ bonuses unrelated to, 216–17n no general definition of, 203 should be high on the agenda of people organizing, 198 goodness of work, what constitutes the, 202–3 “hairball” of corporate culture, 83–5, 181, 230n Hamel, Gary, writing about the need to reinvent management, 3, 217n 270 Index health management organizations (HMOs), 122–3 billing practices favor tools over talk, 123 brought corporatism to health care, 235n Heidegger, Martin, 207 Heifetz, Ron, on adaptive work and technical work, 93, 161, 185, 237n, 250n hierarchy at odds with accountability, cooperation, responsibility, flexibility,167–8, 170, 173 bad for knowledge-work and workers, 5, 13, 22, 59, 76, 108, 142, 170 extricating yourself from, 176 handling it means dealing with boundaries, 182–4, 189 robs subordinates of their voices, 173–4 there is an aversion to talking face-to-face, 183 high-control, 131, 142, 148, 174, 177, 199 keeps all eyes on the top, not the work, 215 is the reason for focusing on the organization, 150 infantilizes people, undermining responsibility, 121, 126 mindset, 14 the word “management” breathes, 150 peer-to-peer accountability is the antithesis of, 168 why it must be eliminated, 179–80 Highsmith, Jim, on agile methods, 120. Hindle, Tim, companies have not changed while work has, 14 Homeland Security, US Department of (DHS), 9, 108, 225n IKEA, factory-work is and knowledge-work is not like a box of furniture from, 19, 21 industrial work images of, 65–6 see also factory-work information technology (IT), role in eliminating hierarchy, 190–2 “inside” work contrasted to “outside,” 16–18 howtogothere,31 is matter of involvement, 16–17 see also view from practice Jeff’s journal, a first-person account of project work and organizing, 29–30, 31 job descriptions (as management tools), 19, 54, 109 aren’t about work, 201 role in a reorg, 78–81, 90 Kanigel, Robert, biographer of Frederick Taylor, 98 Kenney, Con, on the problems of designing software,116 knowledge can be leaky or sticky, 76, 123, 228n changes as time passes, 94, 233n contrasted to knowing, 221n emerges, or is “called forth” by conversations, in work, 47, 223n tacit, 44, 222n Western perspective on, 224n knowledge management, 67, 128, 241n, 242n knowledge-work being present, the importance of in, 193 “changes everything,” 242n contrasted with factory-work, 5, 16, 66, 67, 71, 137, 162, 220n creative nature of, 21, 140, 230n defined, 63–5; illustrated, 66 does not respect titles or other formal boundaries, 135 early writers on, early interest of scholars in, 216n hampered by bureaucracy, competition, compliance, and hierarchy, 5, 170 human and highly social or collective work, 64, 65, 71, 82, 86,119, 198 incompatible with management, 2, 7, 60, 114, 166, 206, 217n is personal, 87 looking for practices that are good for, 113 much of it is organizing, 28, need the view from practice to understand it, 7, 16, 28 new language needed for, 149 no play book for, 140 not amenable to measurement, 63, 141 relationships and meaning making are important ingredients, 15, 134, 162 requires good conversations, 59, 144, 162 “truths of”, 52 types of, 5 virtues and vices,201–2 see also aligning, care in work, social networks, social spaces, o rganizing, talk Index 271 knowledge workers create their own work, 81 experience work’s virtues and vices, 202 field service technicians as, 129 fill an open future, 82 frame problems, 20, 21 hampered by management practices, 12, 15, 22, 54, 128, 198 make meaning, 21–2, multitask, 89–90 network, team, work in groups, 6, 11, 70, organize themselves, 7, 18, 84, 137, 142, 166, 170, 178 personal connections matter, 17, 141, 189 wedged between management and organizing, 53, 140 what they do is hidden from management, 22, 114; picture of, 72 who they are, 2, 64, 77 ; almost all are, 57 work and organizing are indistinguishable for, 65 see also work Lang, Fritz, Metropolis (1927), dystopian vision of industrialization, 65 language has power to change the way we think, see, and act, 138, 244n, 245n management uses it loosely, 204 of organizing, don’t have a, 28, 55 of work, cultivating new, 142: challenges, 144; finding your own story, 148; like walking a tight-rope, 146–8 words that have to be replaced, 149–51; management, 150; organization, 150; leadership, 150–1 Lave, Jean, 128, 196 Lavoie, Don, tools offer “returnability,” 59 leadership, a word that has to be replaced, 50–1 left-brain management, 54–6, 60, 114, 138, 251n loose coupling, 37–8, 42, 223n machine images in management, 28, 52, 55, 100, 121, 126–7, 149, 205, 211, 226n making meaning, 21, 25, 71, 80, 81, 92, 143, 221n, 246n Madoff, Bernard, Ponzi-scheme fraudster, 210 management can’t be patched up, 60 conceived as a series of transactions, 211 confuses efficiency, performance with good work, 201, 204 consultants, consulting, 4, 12, 60, 99, 103, 126, 179, 241n, 252n contrasted with organizing, 54–7; difference boils down to tools and talk, 57–8 criticized from the Left, 217n faith in, 2, 12–3, 211 gurus, 2, 236n obsession with data, measuring, 212 skepticism about the future of, 3, 217n steers clear of values and judgments, 200 uncertain etymology, 216n, why this word has to go, 150 see also business books, language, management-speak, scientific management management as point of view or mindset 6, 14–15 about control, keeping organizations in order, 32, 37, 115, 218n can’t tell good from bad work, 209; accident or carelessness, BP and gulf oil disaster (2008), 210, 255n; see also financial meltdown (2008) characterized by six Ds, 7 communication confused with collaboration, 191 dominates work life, 7, 37, 53, 148 focus on efficiency, 121 hides the nature of work, 4, 114, 205 how it has colonized life, 211 is care-less (without care), 121, 126, 209 left-brain analogy, 54–6, 138 myopic, 104 workers and managers are fed up with, 3–4 management paradigm, 14, 105, 107, 219n Enlightenment thinking, 14, 28 has us hiding from the humanness of work, 209, 212 mechanistic worldview 14–15, 106–7, 225n reengineering signaled a potential shift in, 105 management practices bad for knowledge-work, 2, 7, 15, 76, 125 begin with certain assurances, 209 bottom line (money and profitability) focus, 106, 211 contribute to breakdowns, source of disorganization, 13–14 create a moral morass, 214 customers don’t feature, 35–6 decisions revolve around six Ds, 37 deeply entrenched, 2 discourage talk, 22, 48, 59, 144, 234n don’t recognize partnership, 141 endorsed by business media, 107 272 Index management practices – continued evolutionary or revolutionary change in, 60–1 favor compliance and control over flexibility, 126–7 focus on tools and at the expense of talk, 98, 102, 111, 140 largely ignore work, organizing, 8, 15, 22, 25 missing conversations, 157–8 obsolete, 1–2, 3, 16, 77 reinforce hierarchy, 180 rely on individualistic view of work, 71 responsible for systematic disorganization, 12–13 separate management from work, workers, 136–7, 142 suppress creativity, 84–5 tension between teams, project groups and management, 36–7, 47, 117, 229n traced back to Fredrick Taylor, 126, 204 unwrapping, to see how people actually work, 4 were devised to organize factory-work, 5 see also management tools, six Ds of management management-speak, 14, 143, 211 letting go of, 142, 145, 146, 149 the language, 17, 28, 54, 105, 107, 134, 140, 164, 190, 199, 207, 225n, 234n, 249n management tools, 2, 14, 18, 28, 56–9, 84, 87, 96, 99, 101, 103, 105, 106, 109, 153, 154, 157, 190, 209, 214, 234n interpreting, handling, 59 Martin, Bob, on agile methods, 120 MBA a way of managing, 56, 59, 99, 121, 126, 146, 196 degree, writers question the value of, 217n McKenzie, Gordon, on organizations and creativity, 83–6, 181–2 network connections boundaries, 87, 159; both bridges and barriers, 87–8 fragile and tricky, 89–90 relationships matter, 27, 41, 86, 137, 182 see also boundaries in networks network maps, 224n liable to mislead, 67–9 diagram, 67 view from the top perspective, 69 networks, 226–7n, 231n always in motion, evolving, never complete, 46, 59, 69, 82, 137 analogous to telephone switch board, 45 changing roles, varied commitments, 196 computer and social get conflated, 26–7, 68 diversity of is both light and shadow, 96 figure of speech, 26 no center, 196 of conversations, 44 organizing happens in the connections, 70–1 personal, 89 self-organizing, 46, 215 social spaces filled with energy, 137 see also social network, organizing (work of) numbers, management’s promiscuous desire for, 13, 32, 59, 63, 205, 212. see also data Office, The (TV series), 8–9 openness, 132, 135 being committed to “groupness,” 160 conversations for and meaning of, 159- 61 “Orbiting” to remain creative, 84–6, 181 organization “flattening” the, 105, 127, 213 informal, the, 60, 188–9, 252n not a whole, 40 the focus of management practices, 1, 8, 36; this is a distraction, 150 “top” and “bottom” have different views of the, 40, 111, 218n why the word has to go, 150 organizations abstract, inanimate, 150 exist to serve customers, 33 health management (HMOs), 122–3 knowledge, 127 like ecosystems, 40–1 no sense of humanity in business books’ descriptions of, 8 punctuated by breakdowns, 9 reengineering, 103–5 The Office, Dilbert, parodies of, 8–9 viewed as machines, 28, 100, 121; should run like clockwork, 8 organizing accountability as a principle of, 163 a deeply human story, full of life, 21, 25, 145 a meaning construction, 25–6 and work are indistinguishable for knowledge workers, 65 an important part of life, 5 collective work and a grassroots effort, 6, 17, 70, 71, 156, 173 contrasted to management, 6–7, 54–6 Index 273 demands responsibility, 140 good organizing, 12, 23, 151; depends on cooperation, 15; productive conversations, 49, 159; takes everyone’s active participation, 196 happens in interactions or network connections, 71 knowledge workers spend most of their time, 18 lives in the experience of doing it, 24–5, 29 looking for new ways of, 60–1 messiness, 94 most of it is invisible, 26, 28, 54 network maps don’t show what is most important to, 69 new practices begin with talk, 137 no permanent structures or universal laws of, 52; a lot of it is ad hoc,53 part magic, 42, 50, 46–7 real work of knowledge workers, 22 relationships play a big part in,18, 169 right-brain, 55–6, 140 should be center stage, 150 takes imagination, forethought, 46 see also wicked problems organizing moves are not “steps,” 170–1 moves from “above, ” 172–4, 184: letting go of control, 172–3; transforming relationships, 173; promoting accountability, 173–4; moves from “below,” 175–8, 184: moving up, 175–6; facilitating open discussion, 176–7; negotiating accountability, 177–8 organizing, problems of are collective 93 emerge in doing the work, 91–2 exist at the boundaries, 93 nearly all wicked, 91–2 the challenge is defining the problems (“problem setting”), 90 organizing, work of, 21, 78–97, 125, 228n aligning, 21, 94–7, 152–3 begins with new conversations, 151 building networks and negotiating boundaries, 86–9, 93–4 collective work, 6, 70, 180 commitments required, 172, 195 creating the work, 81–3 from “dance floor” and “balcony,” 185, 250n four interwoven threads, 78 has to live in people’s hearts and heads, 148 hampered by bureaucracy, competition, and hierarchy, 76 is in “connections,” 69 meaning making is the real, 21, 28, 221n missing conversations are the Achilles heel, 157 negotiating meaning, 80–1; give and take, 184 picking partners for, 193–4 riskiness of, 173–4, 195 social spaces are integral to, 74–6, 163 under the radar, 188–9 see also self-organizing org (organization) chart, 76, 102, 108, 142, 180, 207 is a god’s-eye view, 206 is understood, wrongly, to show the organization and/or its structure, 44, 127 redrawing this is supposed to bring about change, 108, 109 Orr, Julian, in Talking about Machines, writes about a community of practice among field service technicians, 121, 129–32, 220n, 226n, 229n paradigm, 14–15, 139, 243–4n parallel universes (management and organizing) connected by incompatible practices, 52 explained, 51–4 performance evaluations, 62, 91 as tools of high control, 199–200 Practice of Management, The book that brought Peter Drucker fame, 1, 216n practices, work are difficult to take apart, 78 become a grassroots movement through talk, 144 change when people have a change of heart, 138 diagram of, 101 life-long process of acquiring, 80 must combine talk and tools, 101–2, 109 under management, talk is missing, 102–3 we need ones that foster the “right” human qualities, 119 problems of knowledge-work are wicked, not technical or tame, 93–4 belong to the group, 73 project teams and management have different perspectives, 19, 32–7, 47, 51–2, 122 and social spaces, 50 are always feeling their way, 44 [...]... 106, 190, 214 management relies almost exclusively on, 57, 98, 102, 234n prevent us from seeing what matters, 100, 103 symbiotic relationship with talk, 59, 102, 183 that treat time as continuous and homogeneous, 108 trapeze, metaphor for moving beyond management, 138–42, 145, 172 ubuntu (Southern African humanistic philosophy) humanity has to do with relationships, 133 openness is compatible with,... work, 62 management paradigm, 14, 99 obsession with measurement/data, 62–3, 98, 205, 220n teams collaboration is the key, 46 in the view from the top, 19–20 knowledge workers are commonly organized into, 11 members’ contributions inevitably vary, 196 members perform an intricate dance, 43 often exist in name only, 11, 219n synergy is often what separates great from mediocre, 27 take pride in what they... connections matter, 27 contributions and commitments will vary, 196 differ from computer networks, 27, 68, figure of speech, 28 hierarchy creates boundaries in, 182 strength is loose coupling, 196 work is built upon, 137 social spaces and conversations for aligning, 155–6 another image of knowledge-work, 73 associated with agile methods facilitate aligning, 117 bad ones stifle creativity, 85 conversations... conversations, 73 meaning resides in, 227n the title of a song by the Dave Matthews Band, 73 see also social spaces Stewart, Matthew, critiquing Fredrick Taylor’s ideas on management, 126, 205, 233n, 242n synergy, 27, 47, 76, 146, 221n tacit knowledge, 35, 44, 222n talk among field service technicians, the, 130–1 anathema to management, 22 and listening are the means of aligning, 22 builds relationships,... organization and tools, ignores organizing, 6, 107 has everyone looking the wrong way, thinking about the wrong things, 15 275 Index 276 view from the top – continued is a god’s-eye perspective, not a human one, 206 management s perspective, 6–7 obscures the nature of knowledge-work, collaboration, 15, 191 what you do is always good, with a, 212 work is “activities” or “a process” with a, 15 waterfall... measures of knowledge-work miss what is most important, 63 Schön, Donald, explains that professionals actually “set” (define) problems, 90 scientific management, 14, 98, 200, 204, 205, 208, 233n, 243n, 246n Shirky, Clay, collective action is the most difficult aspect of group work, 90 six Ds of management (documentation, data, directives, deliverables, deadlines, and dollars), 7, 15, 20, 53, 79, 157 social... good for organizing, 180 talk builds them, 183 with: work, 18; the world itself, 74 reorganization (reorg) case study of a strategic reorg in a non-profit, 78–80 creating the Department of Homeland Security, 108–9 disrupts, adds layers of uncertainty, ambiguity to whatever people are doing, 110–11 doesn’t eliminate stovepipes, 182 little changes with, 3 org charts don’t reveal how things will be after... “activities” or “a process” with a, 15 waterfall (approach to software programming), 113, 114, 238n illustrated, 115 limitations of, 114–17; are the limitations of management in general, 114, 115 Weber, Max distinction between power and authority, 248n interpretive tradition in social theory, 227–8n Verstehen (empathetic understanding), 25, 221n Weick, Karl loose coupling, 38, 223n sensemaking, 80, 221n Wenger,... should ask at “standups,” 118 Rittel, Horst and Melvin Webber, pioneers of “wicked problems,” 91, 231n, 234n rules limit creativity, flexibility, resourcefulness, 22, 84, 140; people relinquish responsibility, 121; turn workers into robots, 65 the place of, 166–7 sacred places bring out particular types of behavior, 74–5 Sandberg, Jared, explaining that measures of knowledge-work miss what is most... aligning, 117 bad ones stifle creativity, 85 conversations influence the quality of, 159 created under management are bad for knowledge-work, 56, 76 crucial to people engaging productively, 49, 81 examples, 73–4 exist wherever people interact, 75 explained, 48–50, 75–6 influence what people say and do, 87 need to pay attention to, 194 Index of communities of practice are special, 131 reflect participants’ . of, 129–32: do good work without constant oversight, 130 ; demonstrate caring relationships, 132 ; organize themselves, 131 competition at work, 132 , 141, 158, 211 accounts for poor team -work, 11 an obstacle. for systematic disorganization, 12 13 separate management from work, workers, 136 –7, 142 suppress creativity, 84–5 tension between teams, project groups and management, 36–7, 47, 117, 229n traced. energy, 137 see also social network, organizing (work of) numbers, management s promiscuous desire for, 13, 32, 59, 63, 205, 212. see also data Office, The (TV series), 8–9 openness, 132 , 135 being