Hi Harold, "we already have other ways of organizing work. Orchestras are not teams, and neither are jazz ensembles." Is this not quite different to the work of most organisations, which are there to provide goods and/or services? Comparing them seems a bit like apples and oranges. Hierarchy often gets a bad wrap but it is always the command and control, power based hierarchy that is mentioned, never the accountability hierarchy based on work complexity, capability and two way authority flows. In the latter the role of the manager is to set the context for the roles below and agree the boundaries of discretion for their work, not telling them how to do their work. We've found the latter very useful for creating positive organisations and the hierarchy is liberating, not constraining.