His perception is necessarily impermanent and incomplete and does not encounter the dynamics of those who would disagree with it. Handy identifies four styles of organization and management which respond to these problems. He points out that any organization will tend to make use of all these styles, although the larger the organization the more evident will be their role in the blend of styles used. Each has a place under certain circumstances. It is excellent for speed of decision in high risk enterprises but relies heavily on trust, dependent on common background.
Power lies at the centre.
It is excellent for routine tasks in which stability and predictability are taken for granted, and no one is irreplaceable. Power lies at the top. Resources are drawn from various parts of the network to focus on a particular problem. It is excellent where innovative responses are required and experiments are encouraged. Power lies in the interstices.