A rather floridly inspirational essay which has the merit of seeking to cut through bureaucratic hierarchies, wasteful compartmentalization, and other plagues of business and organizations generally. Quick presents theoretical and experiential justification of what is ultimately a mere gimmick, but a stimulating one -- the temporary, informal, problem-solving ""task force."" The idea is to shake up hierarchies and put special talents to work in an open, egalitarian, participatory way. Once you agree to try it there is some long-winded genially commonsensical advice about ""handling"" the leadership of such a group, how to prevent sabotage and idea-killing, etc. The sort of problems these groups are supposed to tackle remains a bit vague, but it's all part of a projected ""new business culture,"" more rational in its use of resources and more humane in its structures. To set you whistling while you work. . . .