DECODING THE NEW RULES
In short, one could move systematically through the entire code book of Second Wave civilization—from standardization to synchronization right on down to centralization, maximization, specialization, and concentration—and show, item by item, how the old ground rules that governed our daily lives and our social decision-making are in the process of being revolutionized as Third Wave civilization sweeps in.
THE ORGANIZATION OF THE FUTURE
Earlier we saw that when all the Second Wave principles were put to work in a single organization the result was a classical industrial bureaucracy: a giant, hierarchical, permanent, top-down, mechanistic organization, well designed for making repetitive products or repetitive decisions in a comparatively stable industrial environment
Now, however, as we shift to the new principles and begin to apply them together, we are necessarily led to wholly new kinds of organizations for the future. These Third Wave organizations have flatter hierarchies. They are less top-heavy. They consist of small components linked together in temporary configurations. Each of these components has its own relationships with the outside world, its own foreign policy, so to speak, which it maintains without having to go through the center. These organizations operate more and more around the clock.
But they are different from bureaucracies in another fundamental respect. They are what might be called “dual” or “poly” organizations, capable of assuming two or more distinct structural shapes as conditions warrant—rather like some plastic of the future that will change shape when heat or cold is applied but spring back into a basic form when the temperature is in its normal range.
One might imagine an army that is democratic and participatory in peace time but highly centralized and authoritarian during war, having been organized, in the first place, to be capable of both. We might use the analogy of a football team whose members are not merely capable of rearranging them-nelves in T formation and numerous other arrangements for different plays but who, at the sound of a whistle, are equally capable of reassembling themselves as a soccer, baseball, or basketball squad, depending upon the game being played. I Such organizational players need to be trained for instant nduptation, and they must feel comfortable in a wider repertoire of available organizational structures and roles.
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