Describes how the everyday dysfunction inherent in all organizations is actually a necessary part of the organization and uses case studies from McDonald's, Google, and even al Qaeda to prove that red tape, meetings, and management all serve a purpose.

The outsider -- Designing the job -- Putting together the organizational puzzle -- In praise of squelching innovation -- What management is good for -- The view from the corner office -- The economics of org culture -- Disaster and change -- The future org.