Taylorism (keeping conception and execution apart ) is a persistent, underlying principle of many organizations. Many have pointed to drawbacks in terms of flexibility, capacity for innovation, quality, cost and employee wellbeing. There is a countermovement, particularly in North-West Europe where managers and employee representatives, aided by consultants and researchers, pursue viable alternatives. The Fight Against Taylorism analyzes 150 cases of anti-Taylorist initiatives in Scandinavia, the UK and the Netherlands. A conclusion: it is possible, with monumental effort and ingenuity, to achieve real change in the workplace. However a notable proportion of organizations, even those now known as successful innovators, later regressed to a more Tayloristic manner of working. This book explores various explanations, seeks to draw out the practical lessons.