from GigaOM Research
The latent hostility in power relationships in business is one of the taboo areas in slow-and-tight business cultures, one of those things that everyone knows is a factor in every business relationship, but about which people do not want to talk — or actually find themselves either unable to talk about it, or angry when it is brought up.
The adoption of the fast-and-loose organization form — based on weak ties and cooperation instead of strong ties and collaboration — means that work is more self-organized and people are increasingly self-managed. A project still must have a ‘linchpin’ — a person that represents the project to its sponsor or customers, and who are involved in the coordination of work to make the project go — but they are not the boss of the people involved.
So the strong ties between the worker and the boss become diffused into a skein of loose ties between cooperators, and the push model of direct management is replaced by a pull model of indirect self-management, where individuals decide their role models and mentors, and follow them.
Go read the whole thing.