High-Velocit y Crisis Recovery Trust and rewards to the loyal may explain the effort, but they cannot explain the outcome. Toyota could have turned to many individuals and organizations during the crisis and not gotten the same response. If micromanagement by Toyota or Aisin is not a feasible explanation and trust is not a sufficient explanation, how else can we explain how thousands of people from several hundred organizations could create a new pro- duction and logistics system in a matter of days? The key lies in the concept of being self-organized. So let's look more closely at what "self-organization" implies before we turn back to the fire recovery story. Self-Organization: Complex Results from Simple Rules In a variety of domains, designers are increasingly aware that the