????哥倫比亞大學(xué)商學(xué)院（Columbia Business School）教授雷?菲斯曼與《哈佛商業(yè)評(píng)論》（Harvard Business Review）執(zhí)行編輯蒂姆?沙利文在他們合著的新書《組織：辦公室潛在的邏輯》（The Org: The Underlying Logic of the Office）的結(jié)尾引用了著名神學(xué)家萊茵霍爾德?尼布爾（Reinhold Niebuhr）的寧靜祈禱文：

????上帝賜我寧靜，接受我不能改變的事情,，

????賜我勇氣,，去改變我所能改變的事情，

????賜我智慧,，以分辨兩者的不同,。

????低聲念幾遍禱告文，然后提交開支報(bào)告,，看著你的同事在格子間里忙碌,，因?yàn)榘凑諆晌蛔髡叩恼f法,，現(xiàn)代組織不完善和不正常的表現(xiàn)雖然令人惱火，但卻不會(huì)改變,。而你基本無能為力,。

????菲斯曼和沙利文認(rèn)為，這并不是一件壞事,。這是世界上所能期望最好的體系,，因?yàn)閱T工是很難對(duì)付的，資源是有限的,，而工作運(yùn)行良好,。組織是經(jīng)過權(quán)衡、不斷變化的復(fù)雜產(chǎn)物：組織應(yīng)該集中嗎,？或者加以規(guī)范,？進(jìn)行創(chuàng)新？委托代表,？精簡結(jié)構(gòu),？

????答案并沒有那么簡單，兩位作者清楚地闡述了這一點(diǎn),，他們?yōu)樽x者展現(xiàn)了現(xiàn)代組織的邏輯結(jié)構(gòu)和演變過程,。

????麥當(dāng)勞公司（McDonald's）應(yīng)該如何應(yīng)對(duì)想安裝牛肉燒烤臺(tái)的特許業(yè)務(wù)經(jīng)營者？Kayak.com網(wǎng)站為什么要讓軟件工程師接聽客戶服務(wù)電話,？制藥巨頭如何組織研發(fā)來開發(fā)全新的熱銷藥物,？你如何評(píng)價(jià)衛(wèi)理公會(huì)牧師在拯救靈魂方面（以及他們履行許多其他教會(huì)職責(zé)）的成效？

????菲斯曼和沙利文并沒有給出所有的答案,，但是兩位作者做出了勇敢的嘗試。分析了為什么某些組織運(yùn)作良好,，其他組織卻運(yùn)行失常,。他們向讀者描繪了讓組織舉步維艱、處境困難的情形,。

????兩位作者借鑒了各種組織的案例研究,，這些組織規(guī)模各異。從惠普公司（Hewlett-Packard）,、寶潔公司（Proctor & Gamble）和美國聯(lián)邦調(diào)查局（FBI）,，到基地組織、薩摩亞政府和印度紡織工廠,，他們?yōu)樽x者呈現(xiàn)了風(fēng)趣的文筆和詳實(shí)的信息,。書中充滿豐富的奇聞軼事、社會(huì)科學(xué)的理論分析,，以及各種各樣令人驚訝的假設(shè)猜想,。讀者將了解到麥當(dāng)勞麥香魚的起源，哈佛大學(xué)商學(xué)院（Harvard Business School）1910年的課程。這本書甚至追溯到了20世紀(jì)70年代,，當(dāng)時(shí)首席執(zhí)行官很少留給自己超過9分鐘的時(shí)間,。

????Ray Fisman, Columbia Business School professor, and Tim Sullivan, editorial director of the Harvard Business Review close their book The Org: The Underlying Logic of the Office with a serenity prayer attributed to theologian Reinhold Niebuhr:

????God grant me the serenity to accept things I cannot change,

????Courage to change the things I can,

????And wisdom to know the difference.

????Whisper that to yourself a few times, and file those expense reports, you cubicle-dwelling worker bees, because according to the authors, the modern organization -- maddeningly imperfect and dysfunctional as it may seem -- is here to stay. And there's not a whole lot you can do about it.

????Fisman and Sullivan also argue that it's not a bad thing. It's the best system one can hope for in a world where people are difficult, resources are limited, and work is well, work. Organizations are the complex, ever-changing product of trade-offs: Should one centralize? Standardize? Innovate? Delegate? Flatten?

????The answers are rarely so straightforward, a point the authors make abundantly clear as they walk readers through the logic and evolution of the modern day org.

????How should McDonald's (MCD) have handled an enterprising franchise owner who wanted to have a carving station for beef? Why did Kayak.com have its software engineers answer customer service calls? How can conglomerate drug companies organize R&D to develop next-generation blockbuster drugs? And how on earth do you evaluate Methodist ministers' effectiveness at saving souls (and performing their many other ministerial duties)?

????Fisman and Sullivan don't have all the answers, but the pair make a valiant attempt to parse why some organizations work and others don't, and they give readers a good picture of what makes the organization so unwieldy and so difficult.

????The authors draw upon case studies from organizations big and small. From Hewlett-Packard (HPQ), Proctor & Gamble (PG), and the FBI to Al Qaeda, the Samoan government, and textile factories in India, they take readers on an enjoyable and informative romp, packed with rich anecdotes, meaty bits of social science, and all sorts of surprising factoids. You'll learn the origin of McDonald's Filet-O-Fish, Harvard Business School's curriculum circa 1910, and that even back in the 1970s, CEOs rarely had more than nine minutes of time to themselves.