Kenneth Cloke is director of the Center for Dispute Resolution and a mediator, arbitrator, consultant, and trainer. Joan Goldsmith is an organizational consultant and educator specializing in leadership development and organizational change. Cloke and Goldsmith draw on more than thirty years of practical experience in organizational consulting with hundreds of organizations in the United States and internationally, from Fortune 500 companies to government agencies, schools, and nonprofits. They are coauthors of four previous books, including Resolving Conflicts at Work (Jossey-Bass, 2000).

"HR professional and others with a commitment to strategic change will be greatly aided by this compact but powerful volume." (People Management, 21 March 2002) "A worthwhile book" (Human Resources, June 2002) "This must rate as possibly the most important management book of the year to date." (Modern Management , 1 June 2002)

• Foreword: Warren Bennis.Introduction.PART ONE: MAKING A CASE FOR THE END OF MANAGEMENT.1 The Revolution of Self-Management and Organizational Democracy.2 A Brief History of Management.3 The Emerging Theory of Self-Management.4 Management Reduces Communication, Morale, and Motivation.5 Management Constricts Quality and Customer Service.6 The Double Bind of Managerial Change.7 Breaking the Hold of Hierarchy, Bureaucracy, and Autocracy.8 Where Do We Go from Here?PART TWO: A PRACTICAL GUIDE TO ORGANIZATIONAL DEMOCRACY.9 Shape a Context of Values, Ethics, and Integrity.10 Form Living, Evolving Webs of Association.11 Develop Ubiquitous, Linking Leadership.12 Build Innovative Self-Managing Teams.13 Implement Streamlined, Open, Collaborative Processes.14 Create Complex Self-Correcting Systems.15 Integrate Strategically, and Change the Way We Change.16 The Consequences of Organizational Democracy.Acknowledgments.The Authors.Index.

Kenneth Cloke is director of the Center for Dispute Resolution and a mediator, arbitrator, consultant, and trainer. Joan Goldsmith is an organizational consultant and educator specializing in leadership development and organizational change. Cloke and Goldsmith draw on more than thirty years of practical experience in organizational consulting with hundreds of organizations in the United States and internationally, from Fortune 500 companies to government agencies, schools, and nonprofits. They are coauthors of four previous books, including Resolving Conflicts at Work (Jossey-Bass, 2000).

"HR professional and others with a commitment to strategic change will be greatly aided by this compact but powerful volume." (People Management, 21 March 2002) "A worthwhile book" (Human Resources, June 2002) "This must rate as possibly the most important management book of the year to date." (Modern Management , 1 June 2002)

• Foreword: Warren Bennis.Introduction.PART ONE: MAKING A CASE FOR THE END OF MANAGEMENT.1 The Revolution of Self-Management and Organizational Democracy.2 A Brief History of Management.3 The Emerging Theory of Self-Management.4 Management Reduces Communication, Morale, and Motivation.5 Management Constricts Quality and Customer Service.6 The Double Bind of Managerial Change.7 Breaking the Hold of Hierarchy, Bureaucracy, and Autocracy.8 Where Do We Go from Here?PART TWO: A PRACTICAL GUIDE TO ORGANIZATIONAL DEMOCRACY.9 Shape a Context of Values, Ethics, and Integrity.10 Form Living, Evolving Webs of Association.11 Develop Ubiquitous, Linking Leadership.12 Build Innovative Self-Managing Teams.13 Implement Streamlined, Open, Collaborative Processes.14 Create Complex Self-Correcting Systems.15 Integrate Strategically, and Change the Way We Change.16 The Consequences of Organizational Democracy.Acknowledgments.The Authors.Index.

Kenneth Cloke is director of the Center for Dispute Resolution and a mediator, arbitrator, consultant, and trainer. Joan Goldsmith is an organizational consultant and educator specializing in leadership development and organizational change. Cloke and Goldsmith draw on more than thirty years of practical experience in organizational consulting with hundreds of organizations in the United States and internationally, from Fortune 500 companies to government agencies, schools, and nonprofits. They are coauthors of four previous books, including Resolving Conflicts at Work (Jossey-Bass, 2000).

"HR professional and others with a commitment to strategic change will be greatly aided by this compact but powerful volume." (People Management, 21 March 2002) "A worthwhile book" (Human Resources, June 2002) "This must rate as possibly the most important management book of the year to date." (Modern Management , 1 June 2002)

• Foreword: Warren Bennis.Introduction.PART ONE: MAKING A CASE FOR THE END OF MANAGEMENT.1 The Revolution of Self-Management and Organizational Democracy.2 A Brief History of Management.3 The Emerging Theory of Self-Management.4 Management Reduces Communication, Morale, and Motivation.5 Management Constricts Quality and Customer Service.6 The Double Bind of Managerial Change.7 Breaking the Hold of Hierarchy, Bureaucracy, and Autocracy.8 Where Do We Go from Here?PART TWO: A PRACTICAL GUIDE TO ORGANIZATIONAL DEMOCRACY.9 Shape a Context of Values, Ethics, and Integrity.10 Form Living, Evolving Webs of Association.11 Develop Ubiquitous, Linking Leadership.12 Build Innovative Self-Managing Teams.13 Implement Streamlined, Open, Collaborative Processes.14 Create Complex Self-Correcting Systems.15 Integrate Strategically, and Change the Way We Change.16 The Consequences of Organizational Democracy.Acknowledgments.The Authors.Index.