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The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations [Hardcover]

Ori Brafman , Rod Beckstrom
4.2 out of 5 stars  See all reviews (6 customer reviews)
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Book Description

Oct 10 2006
If you cut off a spider’s leg, it’s crippled; if you cut off its head, it dies. But if you cut off a starfish’s leg it grows a new one, and the old leg can grow into an entirely new starfish.

What’s the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and women’s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? How could winning a Supreme Court case be the biggest mistake MGM could have made?

After five years of ground-breaking research, Ori Brafman and Rod Beckstrom share some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,” which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,” which rely on the power of peer relationships.

The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. The book explores:

* How the Apaches fended off the powerful Spanish army for 200 years
* The power of a simple circle
* The importance of catalysts who have an uncanny ability to bring people together
* How the Internet has become a breeding ground for leaderless organizations
* How Alcoholics Anonymous has reached untold millions with only a shared ideology and without a leader

The Starfish and the Spider is the rare book that will change how you understand the world around you.


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Product Description

From Publishers Weekly

Brafman and Beckstrom, a pair of Stanford M.B.A.s who have applied their business know-how to promoting peace and economic development through decentralized networking, offer a breezy and entertaining look at how decentralization is changing many organizations. The title metaphor conveys the core concept: though a starfish and a spider have similar shapes, their internal structure is dramatically different—a decapitated spider inevitably dies, while a starfish can regenerate itself from a single amputated leg. In the same way, decentralized organizations, like the Internet, the Apache Indian tribe and Alcoholics Anonymous, are made up of many smaller units capable of operating, growing and multiplying independently of each other, making it very difficult for a rival force to control or defeat them. Despite familiar examples—eBay, Napster and the Toyota assembly line, for example—there are fresh insights, such as the authors' three techniques for combating a decentralized competitor (drive change in your competitors' ideology, force them to become centralized or decentralize yourself). The authors also analyze one of today's most worrisome "starfish" organizations—al-Qaeda—though that group undermines the authors' point that the power of leaderless groups helps to demonstrate the essential goodness and trustworthiness of human beings. (Oct. 5)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review

The Starfish and the Spider is a compelling and important book.” —Pierre Omidyar, CEO, Omidyar Network and Founder and Chairman, eBay Inc.



The Starfish and the Spider, like Blink, The Tipping Point, and The Wisdom of Crowds before it, showed me a provocative new way to look at the world and at business. It's
also fun to read!” —Robin Wolaner, founder, Parenting Magazine and author, Naked in the Boardroom



“A fantastic read.  Constantly weaving stories and connections.  You'll never see the world the same way again.” —Nicholas J. Nicholas Jr., former Co-CEO, Time Warner



“A must-read.  Starfish are changing the face of business and society.  This page-turner is provocative and compelling.” —David Martin, CEO, Young Presidents' Organization



The Starfish and the Spider provides a powerful prism for understanding the patterns and potential of self-organizing systems.”  —Steve Jurvetson, Partner, Draper Fisher Jurvetson



The Starfish and the Spider lifts the lid on a massive revolution in the making, a revolution certain to reshape every organization on the planet from bridge clubs to global governments. Brafman and Beckstrom elegantly describe what is afoot and offer a wealth of insights that will be invaluable to anyone starting something new—or rescuing something old—amidst this vast shift.” —Paul Saffo, Director, Institute for the Future
 
 “The Starfish and the Spider is great reading.  [It has] not only stimulated my thinking, but as a result of the reading, I proposed ten action points for my own organization."
—Professor Klaus Schwab, Executive Chairman, World Economic Forum


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Customer Reviews

4.2 out of 5 stars
4.2 out of 5 stars
Most helpful customer reviews
2 of 2 people found the following review helpful
3.0 out of 5 stars I hate to say it - not worth buying Aug 19 2008
Format:Hardcover
I was quite eager to read "The Starfish and the Spider" given some great recommendations from others. However, once i purchased it and dove into it I was unfortunately disappointed. Despite having a high readability and ease (a credit to the work) I found the actual content of this book simplistic and repetitive.

The authors make some interesting connections between the nature of starfish, spiders, apache indians, some innovative dot.com companies but they generally dip into the same well's too often. Frequently citing the same handful of companies and metaphors, what begins as an insightful read becomes laborious.

In addition to the several references to Craigslist, Wikipedia and other companies, they invest a significant amount of writing about catalyst - a concept (though worded differently) is more aptly handled by Malcolm Gladwell in "The Tipping Point".

Ultimately, a 30 minute internet search regarding this book (and it's concepts) would provide an interested reader with exactly the same insights and material as they would purchasing the book. My advice: check it out from the library or google: starfish spider reviews.
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5.0 out of 5 stars Being a Futuristic Organizational Leader Oct 18 2012
Format:Paperback
Ori Brafman and Rod Beckstrom are both authors, entrepreneurs, and MBA graduates from Stanford. Brafman is not only interested in thinking and writing about leadership and organizational dynamics, but he also is a practitioner who has put many of his principles into practice. For Beckstrom, his areas of specialty are cybersecurity, global issues, and organizational strategy and leadership. Furthermore, he has diverse leadership experience that ranges from being a CEO to working for the US Homeland Security.

The Starfish and the Spider is a compelling book that uses the symbolism of a starfish and a spider to describe the importance of decentralization in life, culture, and economics.

The thesis is that every organization needs to move towards decentralization, in some manner or form, if they are to not only exist, but also thrive in the future – in other words, the rules have changed.

Spanning across the book, the authors outline eight principles of decentralization, which they use to explain their thesis:

1. “When attacked, a decentralized organization tends to become even more open and decentralized” (Location 290)
2. “It’s easy to mistake starfish for spiders” (Location 415)
3. “The intelligence is spread throughout the system” (Location 467)
4. “Open systems can easily mutate” (Location 474)
5. “Because the decentralized organization mutates so quickly, it can also grow incredibly quickly” (Location 489)
6. “As industries become decentralized, overall profits decrease” (Location 534)
7. “Put people into an open system and they’ll automatically want to contribute” (Location 825)
8. “When attacked, centralized organizations tend to become even more centralized” (Location 1524).

Upon explaining these principles, the authors end by addressing how an organization can embrace both decentralization and centralization along a continuum, along with ten projections for how organizations need to operate in order to thrive in the future.

The genius of this book is that the authors recognize who their primary audience is – spider organizations. Although they favor decentralization, they make sure not to alienate their primarily spider audience by proposing the concept of a decentralized sweet spot. So my primary question is, how do I help my centralized organization, Beulah, find its decentralized sweet spot? “The decentralized sweet spot is the point along the centralized-decentralized continuum that yields the best competitive position” (Location 2094).

This was an easy and engaging read, illustrating a very important concept to thrive as an organization into the future. Thus, I give this book a 5 out of 5.
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Format:Hardcover|Amazon Verified Purchase
The biggest problem I had with the book was inconsitency of thoughts. They tried to apply the concept of starfish or high decentralization to everything from eMule to GM, from Internet based networks to large business. There is also confusing and somehow upsetting mixing of social movement initiatives that defy some sort of authorities and organizations where everything is about money and profits. Overall, most confusing.

The fact that decentralization and delegation of power always induces creativity and commitment is well known to anybody interested in management or just represents a common sense. Yet, there is that new phenomenon of possibility of large networks not bound by space that errupted because of Internet. That creates all host of new opportunities and completely changes the game if Internet can be involved in any way. That is very interesting and thought provoking.

If it taken as some complementary reading for people interested in the topics of organizational effectiveness, it can be OK. Yet, I don't even understand how new these ideas are, probably not that new. But if you hope to discover some ultimate wisdom how to run organization - you will be wasting your time. It is way more complex than such superficial glance.
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