(Roughly) Daily

… and often not so well in a dynamic, unstable setting. Simon Roberts reminds us of an alternative concept, one that shifts perspectives by taking into account multiple relationships and interdependencies– heterarchy…

Some ideas about how the world works feel so obvious as to be beyond question. They have taken on a sense of appearing to be part of the natural order of things. Hierarchy—an arrangement, ranking or classification of people or things on the basis of their importance or value—is one such idea. Hierarchies are evident at scale in societies when classes or castes of people are ranked on the basis of some factor or other (be that wealth, cultural capital or purity). And secular hierarchies are often supported by hierarchies in the realm of the sacred, symbolics or spiritual.

The idea of hierarchy seems so natural because the criteria by which things are ranked have themselves a tendency to appear innate. Consider, for example, class distinctions. These are often expressed in hierarchical terms (“She married beneath herself”, “He’s a social climber’), but are constructed, communicated and cemented by a bewildering array of cultural distinctions that show up sartorially, linguistically, symbolically and through social practice. The result is that the hierarchical ranking of people takes on a logic of its own that is difficult to see for what it is – an invention.

Ideas and practices informed by hierarchy are common in the world of business too. Hierarchy informs organisational design, decision making and cultural practices. These practices naturalise hierarchy. And hierarchy is a feature of the methodologies and frameworks used by consultants, like “need hierarchies” and the propensity for rankings of things like product features or benefits.

What results from the fact that hierarchy is an unquestioned element of the grammar of human existence? It’s that hierarchy has an outsized impact on how we think about culture, society and organisations. But many social, cultural and natural forms are not organised hierarchically. A different lens—that offered by the concept of heterarchy—provides more than a corrective to our obsession with hierarchy. It helps explain more fundamental processes at play in the natural and social world…

Read on to learn more about an organizing (and organizational) framework, rooted in nature, that’s “built” for the turbulent times that we’re in: “How heterarchy can help us put hierarchy in its place,” from @ideasbazaar and @stripepartners.

See also: “Heterarchy: An Idea Finally Ripe for Its Time,” by (your correspondent’s old friend and partner) Jay Ogilvy (@JayOgilvy), whose wonderful book, Many Dimensional Man, explores heterarchy deeply.

And, also apposite, see Cory Doctorow’s (@doctorow) “A useful, critical taxonomy of decentralization, beyond blockchains“; while the word “heterarchy” never appears, its spirit is present in the description of the approach that intrigues him…

* Mary Douglas

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As we rethink relationships, we might spare a thought for Harry Burnett “H. B.” Reese; he died on this date in 1956. A candy-maker who began his career working in the Hershey’s Chocolate factory, he began to moonlight, creating confections in his basement. In 1923, he started his own company, H.B. Reese Candy Company, manufacturing a selection of sweets. Then, in 1928, he created the Reese’s Peanut Butter Cup. A huge hit, it came to dominate his line– and ultimately became the best-selling candy in America. Reese is enshrined in the Candy Hall of Fame.

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