We’ve left the institution, stable, and synergist definitions in the diagram because these bridge the gap between the early majority and the late majority. Adizes sees two developmental points here, the first of which is the aristocracy. During this phase, not making waves becomes a way of life. Outward signs of respectability – dress, office decor, and titles – take on enormous importance. Companies acquire businesses rather than incubate start-ups. Their culture emphasizes how things are done over what’s being done and why people are doing it. Company leaders rely on the past to carry them into the future. And this is where Miller puts the administrator, the creator of the integrating system and structure, who shifts the focus from expansion to security (funny that he doesn’t put the integrator at the synergist point as do the others). According to Adizes, early bureaucracy means that the organization is quickly heading for death. In this stage of decay, companies conduct witch-hunts to find out who did wrong rather than try to discover what went wrong and how to fix it. Cost reductions take precedence over efforts that could increase revenues. Backstabbing and corporate infighting rule. Executives fight to protect their turf, isolating themselves from their fellow executives. Petty jealousies reign supreme. Miller isn’t as nice and calls this person the bureaucrat, the imposer of a tight grip of control, who crucifies and exiles new prophets and barbarians, assuring the loss of creativity and expansion.