In discussions about management concepts, it is often possible to achieve an effect simply by running through a list of the management fashions that have been propagated in recent decades: “organic organizational structure,” “the synthetic organization,” “adhocracy,” “Theory Z,” “Model J,” “System 5,” “integrative-innovative systems,” the “multicellular organization,” “lean enterprise,” “reengineered enterprise,” “the modular factory,” “the fractal factory,” the “responsive organization,” “requisite organization,” “learning organization,” “intelligent organization,” “the knowledge-creating company,” “the collaborative enterprise,” “the multicellular enterprise,” “the centerless corporation,” the “boundaryless organization,” “horizontal organization,” “self-managed organization,” “dynamically robust organization,” “agile organization,” “adaptive organization,” “resilient organization,” “Teal organization,” “holacratic organization,” “conversational company,” “collegially led organization,” or “beta organization” (for examples of such lists, see Pascale 1990; DiMaggio 2001; Bort 2015).