This is a multi-dimensional mirror reflection and extension of the co-authored “18 Black Holes” Hack, emerged during Innovating Innovation (In/In) MiX challenge.

Therefore it is a live demo of a collective intelligence cumulative process.

It is a challenge by itself, for it is dealing with a 18 dimensions approach HR dynamics.

It is a wake up call to understand how much collective inteliigence is not a new fancy word and some green washing for "project management" or "teamwork".

Our purpose is to stimulate and open new doors to contribute to a more radical HR adaptability, both at strategic and practical level.

Awareness and modes of action are the expected outputs of our effort.

Combination is a simple central idea, and we are convinced that everyone can find interest into one combo, among the 18 proposed.

While multiple combos leaps and links can require some flexible and open mind, targeting the bolder and daring ones, expecting to have fun in the reading challenge by itself.

We are convinced that innovation has a price to be paid. Otherwise it is only recycled material. We strongly believe in the power of collective intelligence, while it can not be reduced to good old teamwork.

The 18 dimensions are drilling down this research field.

We wish you will enjoy deciphering this hack as much as we had to design it.

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Mini-Feed (B)Hack E.Co System summary

Co1 - Co-creation

Co-creators are at the essence of HR adaptabilty.

Co2 - Co-development

Daring turning off the safe-mode, acknowledging where our boundaries are- and working the cross-knowledge lines to develop from the wealth of individual views... (not forgetting oppositions).

Co3 - Co-operative

It is not about deciding to work together, it is to identify when co-creation and co-development are operating.With specific outputs.

Co4 - Co-responsibility

The end of goal setting and control of innovation, or change management, under one single large hat. Wide-angle perspective tightly linked with the following dimension (co5). .

Co5 - Co-sensemaking .

Recognizing the right for individuals to merge this capital with others sharing co-responsibility (Co4) agreements or co-creation (Co1) leads.

Co6 - (anti) Co-ercivity

Going beyond the friction between risk-taking and work routines. Negotiate risks and accommodate from constraints to generate new HR strategies.

Co7 - Co-mutating

Dynamics of co-mutation are assumed to result in a change of the innovation dynamics into states of equal or upper value (due to the adding or coupling an element from or to another Co-modal element, see Co14). It’s continuous co-driving vs. continuous co-creation.

Co8 - Co-occurence

Mutating HR change dynamics are subject to co-occur at different levels.

Many justify missed dead-lines with "I have no gift for ubiquity" magic statement.This could be a skills gap soon on new benchmarks of multi-modal actors..

Co9 - Co-relation

A brand new generation of feed-back effects while all microphones and sensors are re-designed to perceive elusive interferences and echoes between individuals and collective brains avatars.

Equalizing HR process and interactions signals towards business partners for a stronger action.

Co10 - Co-design

HR innovation must reveal a relevant change in processes.

And in ambition for growing people, not so much as individuals, than as groups of colliding resources in an holistic mapping and grid.

Co11 - Co-opting

Probably the core: widespread adoption of HR stakes. Hardly seen, though. Maybe because the visions, goals and expectations vary widely from one individual to another.

Co12 - Co-dependency

This dimension is a prolongation of Co-responsibility’s thinking hat. Volunteering to exit the bureaucratic routine.

Co13 - Co-drivers

Compensation and rewards decisions are the traditional safeguard of HR. Co-responsibility, co-creation. We need intrapreneurs to help drive the business.

Co14 - Co-modeling

Modeling class. We have co-pilots that are obviously ready to help with the navigation. HR's customer satisfaction survey is rooted in employee satisfaction survey.

Co15 - Co-ordination

The co-ordination dimension recalls the necessity to go back and forth between immediate actions and long-term development plan.

Co16 - Co-anchoring

We don't need no education.......BUT the one for innovation insights, to better dis-aligned the process, outputs of each individual creativity, and the capacity to lift anchor from consensus sands, and grab it into collaborative weeds.

Co17 - Co-opetition

The Ying and the Yang of business relationships. While one (co-operation) can help us get a flow of ideas blooming, the later (competition) helps to fine -tune and improve the quality of these.

Co18 - Co-efficiency

Increased connectedness is a basic catalyst in order to shift the focus from HR to non-HR extended contributions and ensuring efficient co-production outputs.

Mode.Co organizational resonance for HR adaptability takes a 3-stage progress.

Problem

Science, geeks, musicians, crowd producers, encyclopedia wizards, have embraced with lots of undisputable results the global idea of contribution, collective building or shipping.

They build chains of talents on a daily basis, in wide open systems.

How should managers, and specifically people dealing with human assets at large, and Human Resources as organization drivers re-shape their processes of interaction in order not to miss this revolution?

How can we engage thinkers in this field not to limit themselves with cut and paste versions of recipes proved as efficient, but in a different context?

In other words we are going to really define and test new modes and levels of co-actions on specific DNA integration levels.

We believe proposing frameworks is a necessary step to unleash ideas for getting higher adaptability about being adaptable.

A typical square level questioning we did leverage in the past about innovating on innovation.

A very healthy questioning and looping mind cracker.

Solution

18 components interrelated are a lot.

Everyone can move one or more steps ahead into the proposed path.

We do not expect anyone to embrace the 18 dimensions, although we ranked them all with selected criteria, designing our proposed framework as an operational tool.

Solutions can thus be defined and customized at very different level, from simple collaborative approach, to radical experimentation on the highest level of paradigm shift.

Imagination is a must.

Trust is credit.

Transparency is key.

Ownership is the paradigm.

COmmitment appears as the parallel shifting point in adaptability’s embeddedness into organizational DNA.

Mini-Feed (B)Hack E.Co System Micro Fun

Co1 - Co-creation (echoing D1-In/In Black Hole : “stretch” goals that encourage break-out thinking)

Sounds like some "Mode.co 101".Don't be fooled.It is more radical than it seems, and takes some effort to shift to such ambition :

Great people produce great ideas. No big deal. How about going from one great idea to multiple echoes and capillary spreading of wavelength resonance?

The big bang in HR world is not far away. Stellar employees are here and there, all around. Before we think we are doing too well , wouldn’t it be fascinating to unveil the HR black box and boost our value proposal through HR co-development?

Co-creators are at the essence of HR adaptabilty.There are no better mirrors and reflecting assets than our internal customers. 360° wide vision shared, prospective nurtured by all.

Co2 - Co-development (echoing D2-In/In Black Hole: Leverage new social technologies to bring the best ideas to the fore).

Co-development is co-creation (Co1) running mode turned into action. It’s the co-development (re-)source: to be on track with co-creating switch mode.

Unprepared conversations with some experts from different fields, working together on developing the next breakthrough community tools? Co-development belongs to co-creation what HR renewal belong to pioneers. Inspirors. Dreamers. Darers. co-development might actually go totally right, or totally wrong.

Daring turning off the safe-mode, acknowledging where our boundaries are- and working the cross-knowledge lines to develop from the wealth of individual views... (not forgetting oppositions).

Co3 - Co-operative (echoing D3-In/In Black Hole: Accelerate the innovation process through simulation, and other means).

The co-operative dimension can be seen as an enabler of HR co-development.

It is not about deciding to work together, it is to identify when the co-creation and co-development are operating. With specific and actionable outputs.

Co4 - Co-responsibility. (echoing D4-In/In Black Hole: Upgrade the innovation skills of every individual)

The end of goal setting and control of innovation, or change management, under one single large hat. Wide-angle perspective tightly linked with the following dimension (co5). Views of co-mmon goals and winning interests are key to advocate the outputs from Co3 co-Operative.

Co5 - Co-sensemaking (echoing D5-In/In Black Hole: Make experimental capital available to anyone with a bright idea)

The end of " This does not make any sense ".

At least without prior steps :

1. a split of "assigned" capital to volunteers claiming the right to elaborate ideas and tests

2. recognizing the right for individuals to merge this capital with other individuals sharing some co-responsibility (Co4) agreements or co-creation (Co1) leads.

Co6 - (anti) Co-ercivity (echoing D6-In/In Black Hole: De-risk innovation through low-cost experimentation, partnering, and other strategies)

Going beyond the friction between risk-taking and work routines. Un-shaping policies memory effect. Negotiate risks and accommodate from constraints to generate new HR strategies.

Rapid switch through routines displacement (anti-coercivity pulse): increase contributions flow rate (involvement) and sustainability (engagement).

Co7 - Co-mutating: (echoing D7-In/In Black Hole: Deploy innovation tools throughout the organization)

"Entanglement" is the ultimate state of co-mutation."

Entangled talents are the "mass construction" weapons.

Co8 - Co-occurence (echoing D8-In/In Black Hole: Carve out space time for innovation)

Mutating HR change dynamics are subject to co-occur at different levels.

In other words, multi-dimensional impact.

Many justify missed dead-lines with "I have no gift for ubiquity" magic statement.This could be a skills gap soon on new benchmarks of multi-modal actors. Not to be confused with agitated individuals, but vibrating ones exchanging properties in Co-mutation (Co7) and entanglement .

When choosing the right media, there is no need to be in one physical space; Nor to respect a timing.

Just ship and echoes are not sensitive to your own workload. This a surprising quantic effect of the co-operative fields.

Co9 - Co-relation (echoing D9-In/In Black Hole: Organically grow “communities of passion” around promising ideas)

A brand new generation of feed-back effects while all microphones and sensors are re-designed to perceive elusive interferences and echoes between individuals and collective brains avatars.

Equalizing HR process and interactions signals towards business partners for a stronger action.

This is how we expect the collective brain co-mode "synthesizer" linking our our hack team, to shake shy or frightened HR, and inspire daring mavericks. Somehow a move expected by so called business partners complaining about bureaucracy

Chosen extract :

".....S3.Complete systemic approach

Solution levers are :

1.Make it as simple as possible, but not more.

2.Make it as complex as it needs to be.

For instance to release as much innovation as possible

Expecially when trying to get back to the root causes to get smart moves alternatives.

3. Accept "niche" tools or solutions if such can address paradoxes, as we do face many dealing with human and economics organization challenges.

4. Call for Collective intelligence as a mainstream at every level ....."

Co10 - Co-design: (echoing D10-In/In Black Hole: Develop clear definitions and metrics for innovation)

HR innovation must reveal a relevant change in processes.

And in ambition for growing people, not so much as individuals, than as groups of colliding resources in an holistic mapping and grid.

Ambition in the framework should lead to adapted glossary. A real effort of re-inventing part of the HR language for daily business support as well as for new collective processes experiences and processes design.

The design for adaptability must include data about the change of scale, or paradigm.

360° does not mean much any longer when measuring the interaction of a group of changing peers.

Co11 - Co-opting (echoing D11-In/In Black Hole: Create widespread accountability for innovation)

Probably the core: widespread adoption of HR stakes. Hardly seen, though. Maybe because the visions, goals and expectations vary widely from one individual to another. Quite funny that candidates are asked about expectations - 90% of question marks regarding salary. For sure, that is about HR making a valuable offer. Still, co-opting would be made easier if we had echoes about each and own's working expectations. Asking, what are your expectations in joining a new team? are you expecting challenges ? a good atmosphere ? recognition from your peers ? what are you looking to achieve and in which settings ? Genuine interest about each others expectations certainly gives a clue on how close (or far) it is to what we are offering and which direction to go to better adapt.

Co12 - Co-dependency (echoing D12-In/In Black Hole: Knock down bureaucratic hurdles that frustrate innovation)

This dimension is a prolongation of Co-responsibility’s thinking hat. Volunteering to exit the bureaucratic routine. Take, for example, chronic meetings symptome: a fast-spreading organizational fever. Frustrating ?

How adaptable would the organization be if meetings were to be attended on a voluntary basis - if any people interested could attend and those who are not didn’t have to? Fuzzy? Yes, most probably at the beginning. However stakeholders impacted by the final decision would not miss too much if a kind. Come and go, stay and decide. Anti-bureaucratic advocacy? Culture of the minimum necessary.

Co13 - Co-drivers (echoing D13-In/In Black Hole. Make innovation an important component in compensation and reward decisions).

Compensation and rewards decisions are the traditional safeguard of HR. Co-responsibility, co-creation, what could be the next steps ? Well, in a way, we need intrapreneurs to help drive the business. Enabled with decision powers.

Think at those times when you’re driving a car. There are speed limits, and you’re adjusting the course of your speed per se. You’re basically the driver, the car is the supporting engine and at all times you would adjust to any signal you receive, e.g. directions variations, noise, other drivers behaviors, weather conditions, etc.... Now think about how you’d be driving your own business. Your salary is supporting your investment, should it be financial or time. What’s the best support for you ? How would you decide?

You’re about to change position. New direction, new road. So you’re on this road, you choose at which speed you are most comfortable to drive - knowing there are maximum limits, now, that said, you could also choose how much you get. Deal ? You could propose the compensation you get, in exchange for a set of achievements you’re willing to engage upon

Co14 - Co-modeling (echoing D14-In/In Black Hole: D14.Involve customers deeply in the innovation process)

Modeling class. We have co-pilots in the laps that are obviously ready - if not, strongly willing - to help with the navigation. HR's customer satisfaction survey is rooted in employee satisfaction survey.

How close to reality can we make co-modeling happen ? How often do you actually involve and take inputs from your employees for building up tomorrow's HR?

Co15 - Co-ordination (echoing D15-In/In Black Hole: Better manage the tension between operational goals and innovation goals).

The co-ordination dimension recalls the necessity to smoothly go back and forth between immediate actions and long-term development plan, as flexibility shall transcend the organization who needs to be able to step back from over-standardization and routines.

Co16 - Co-anchoring (echoing D16-In/In Black Hole: Build a foundation of distinct widely shared innovation insights).

We don't need no education.......BUT the one for innovation insights, to better dis-aligned the process and outputs of each individual creativity and the capacity to lift anchor from unique thoughts and consensus sands, and to throw and grab it into collaborative (blue or red ocean? cf.related innovation theory) weeds.

http://www.mixhackathon.org/hackathon/contribution/not-just-another-brick-wall?sprint=17871

Talent entanglement Design4 (4D) adaptability

Co17 - Co-opetition: (echoing D17-In/In Black Hole: Dramatically improve the quality and quantity of innovative ideas).

The Ying and the Yang of business relationships. While one (co-operation) can help us get a flow of new ideas blooming, the later (competition) will surely help to fine -tune and improve the quality of these. Nice and applied demonstration in the MiX. It's not all black or all white, cooperative relationships can win from being aided by a bit of competition.

Co18 - Co-efficiency: (echoing D18-In/In Black Hole: Ensure innovation efforts take full advantage the organization's diversity).

Linked to most of the Co's here and especially tightly intertwined with coordonation capabilities as a prerequisite. Increased connectedness is a basic catalyst in order to shift the focus from HR to non-HR extended contributions and ensuring efficient co-production outputs. Mingling diverse efforts to knock innovation impulses.

Mode.Co organizational resonance for HR adaptability takes a 3-steps progress:

Stage 1:

Stage 2:

Stage 3:

Practical Impact

First needed is a thorough observation of the organization’s current interactions, kind of a complex neuronal system with elements interconnected through more or less specific dynamic action-triggering signals.

HR regeneration. First step is probably to unlearn most of what we know about HR.

Listening to the echoing comments, surely helps.

Bold means to look for adaptability to unknown, prepare for unseen situation that we can foresee or imagine. For anticipation is one profiled key for adaptation

Give your Hackers a voice, a mike , a stage and you will get adaptabilty bonus features.

CO modes will flow as long as you give room for uniqueness and own's talent growing (linked with CO11 mode: co-opting). The stage (frames in which people are moving) needs to be as large as possible. No need for the lyrics (aka detailes and frozen job descriptions), rather mike (missions on stage) and voices (competencies) largely preffered and quite an impact in the way we function and reward people...key note change for global adaptability.

Challenges

We believe that adaptability is the result of the combination of a set of these 18 dimensions.

An elementary start is to raise the basic action level of stakeholders and favoring cross-modal interactions, which is not always a given neither easy to enforce on a short-term run.

One of the questions that arises from this multi-dimensional designed hack is: how can it be a subset to changeability ?

Reflections are intriguing. Surprising. Sometimes frightening, sometimes appealing.

Daring swimming the laps?

Openness to atypism is prerequisite for HR adaptability...

How much does “letting-go” account for it?

HR professionals and external specialists are often expected by the CEO and management team to work both on the organization's behavior and individual behaviors - often as linked to an idealized vision where similarities or communalities equal harmony and ..... organizational stability. It is an opposite affect of adaptability that is much more sterilizing innovation, cooperation, coopetition, coresponsibility and many others of the above modes of CO and their action levers. We therefore get back to our key enablers: visionary trust, imagination and ownership (adaptability pulses pushed by out-of-HR-field individuals included).

First Steps

Pre-requisite: Activating any of the CO-modes in your organization requires you are ready to help your people and team members evolve in their uniqueness, and a collective involvement towards adaptability, that is to say being comfortable with organizational ambiguity (going beyond HR traditional boundaries) and opennesss to unknow bright matter resulting from many entrusted COlleagues hackforce.

Day 0: Start with acknowledging there is now a need to adapt. (5 minutes)

Day 1: Identify adaptability leaders and darers.

Day 2: Engage selected targets and unknowns in entering a community of Experimentors

Day 3: Brief experimentors on the one or more dimensions of co-action you selcted.Mention that disruptive thinking is only subject to own’s approval.

Week 1 : Dive together into the delivery sprints or long distance laps course.

Month 1 : Ask others experimenting into parallel dimensions for inputs is a win-win scenario - there are only mind constraints for this unusual DNA helix effort.

Month 2 : Do not believe you are over because a first target or dead-line has been met.

Month 3 : Be prepared to re-enter a different frame and recycle material.

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The following reflections (echoes) are developed in resonance with innovation waves from "Innovating Innovation", "Beyond Bureaucracy" , "Management 2.0" and "Hacking HR to build Adaptability mini-hacks (phase 2) " MIX challenges.

It is to be seen as a live illustration of some of the 18 dimensions.

Entangled talents, Neutrinos Management, HR Adaptability and Mode-Co, original quadruple helix combo at work.

Mini-Feed (B)Hack E.Co System MACRO Fun jump start set of actions.

Co1 - Co-creation (echoing D1-In/In Black Hole : “stretch” goals that encourage break-out thinking)

"Mode.co 101".Don't be fooled.It is more radical than it seems, to shift to such ambition :

Call for multiple echoes and spreading of wavelength resonance of any of your HR strategy or tactic idea you want to give life to.

Give the opportunity to HR pros for recombining with free electrons. Business partners, colleagues, thinkers, let them name and pick.

Unveil your HR black box and boost your value proposal through the lights of co-development.

Observe any nucleo(ideo)-synthesis process, even if elusive.

Capture the names and background of Co-creators.They are at the essence of HR adaptability.

Share your surprises 360° wide, and animate a working day for prospective reevaluation.

Co2 - Co-development (echoing D2-In/In Black Hole: Leverage new social technologies to bring the best ideas to the fore).

Co-development is co-creation (Co1) turned into action.

Open-doors. It’s the co-development (re-)source.

Look around and beyond the HR masters’ pool.

Experiment unprepared conversations with some experts from different fields, working together on developing the next breakthrough community tools.

Off-key is always a risk. But beyond that, daring turning off the safe-mode, acknowledge where our boundaries are .

Make the statement that there should not be such boundaries.

Work the cross-knowledge lines to go aside and develop from the wealth of individual strengths and views... promote the expression of oppositions, too.

Co3 - Co-operative (echoing D3-In/In Black Hole: Accelerate the innovation process through simulation, and other means).

Set the example of global intelligence adressign the future of HR via co-operative dynamics emulation

Seek facts about dynamics outputs, regradless of their early relevance.

Do not define how to work together, it is to identify when the co-creation and co-development are operating,.

That is to say try to describe any new process at work. With specific and actionable outputs.

Co4 - Co-responsibility. (echoing D4-In/In Black Hole: Upgrade the innovation skills of every individual)

Declare the end of goal setting and control of innovation, or change management at large, being under one single large hat.At least on a limited scope.

Wide-angle perspective tightly linked with the following dimension (co5).

Express co-mmon goals and winning interests to advocate the outputs from Co3 co-Operative operational outputs.

It is easier to start from a non-satisfactory situaation, as expressed into an "experience return" of a difficult project for instance

Co5 - Co-sensemaking (echoing D5-In/In Black Hole: Make experimental capital available to anyone with a bright idea).

Declare the end of " This does not make any sense ".

Follow prior steps :

1. split "assigned" capital to volunteers claiming the right to elaborate ideas and tests

2. recognize the right for individuals to merge this capital with other individuals sharing some co-responsibility (Co4) agreements or co-creation (Co1) leads.

Co6 - (anti) Co-ercivity: (echoing D6-In/In Black Hole: De-risk innovation through low-cost experimentation, partnering, and other strategies)

A typical “think opposite” dimension.

Go beyond the traditional friction between risk-taking and work (over-)routines.

Target to un-shape policies.

Encourage rapid switch (adapting) through routines displacement (= anti-coercivity pulse): increase contributions flow rate (involvement) and sustainability (engagement).

Co7 - Co-mutating: (echoing D7-In/In Black Hole: Deploy innovation tools throughout the organization)

Dynamics of co-mutation are assumed to result in a change of innovation dynamics into states of equal or upper value (due to the adding or coupling an element from or to another Co-modal element, see Co14).

"Entanglement" is the ultimate state of co-mutation."

The channels to experiment have different wavelength and gravitation fields.

List places and spaces where Boomers can interact with Gen Y.

This would be anti-adaptation.

Entangled talents are the "mass construction" weapons (of "co-modors" as we could name such modulo 18 mutants thinkers).

...."Is anybody out there?...send echoes toward all generations channels with a similar message about expressing any desire to evolve.Take benefit of likely misunderstanding and diverse interpretation of the "evolution" scope.

Mutation must be a reaction.

Co8 - Co-occurrence (echoing D8-In/In Black Hole: Carve out space time for innovation)

Be aware that mutating HR change dynamics are subject to co-occur at different levels.

In other words, check on multi-dimensional impact.

React to any individual or team complaining or justifying missed dead-lines or poor deliveries with "I have no gift for ubiquity" magic statement.

Formalize the statement that it can be looked at as a skills gap soon on new benchmarks of hackers multi-modal thinkers and actors.

Explain it is not to be confused with agitated individuals, but vibrating ones exchanging properties in Co-mutation (Co7) and entanglement thanks to grids crossing.

There is no need to be in one physical space;Nor to respect a timing.

Coach individuals or teams about shipping importance (in the sense of Seth Godin).

Coach about the fact that echoes are not sensitive to your own workload.Life out there does not care about your load.It keeps going and bipping.

Although it may be a solution.Try to delegate some project that is staling for months on your big samrt (but inactive)development plan.

This a surprising quantic effect of the co-operative fields.

Massive communities (such as today Mix being rich of 25,000) curve your own spacetime by saving or speeding up access to knowledge, or resources.

Co9 - Co-relation (echoing D9-In/In Black Hole: Organically grow “communities of passion” around promising ideas)

A brand new generation of feed-back effects while all microphones and sensors are re-designed to perceive elusive interferences and echoes between individuals and collective brains avatars.

Equalize HR process and signals towards business partners for a stronger action and commitment.

Expect the collective brain co-mode "synthesizer" linking your team, to shake shy or frightened HR, and inspire daring mavericks.

Interview business partners complaining about bureaucracy.(resonates to Neutrinos Management hack, highly recommend to Franz Kafka fans)

Chosen extract :

".....S3.Complete systemic approach

Solution levers to activate :

1.Make it as simple as possible, but not more.(Thank you Pr.Albert EMC2)

Do not stop at surface level for " Why? " and " How? " questions.

2.Make it as complex as it needs to be.

For instance to release as much innovation as possible

Especially when trying to get back to the root causes to get smart moves alternatives.

Easy explanation hide details and close the door for extra options.

3. Accept "niche" tools or solutions if such can address paradoxes, as you face many dealing with human and economics organization challenges.

4. Call for Collective intelligence as a mainstream at every level ....."

Check on the complete hack proposal at :

http://www.managementexchange.com/hack/neutrinos-30-management-move-freely-and-fast-through-bureaucracy

Whenever close to despair, remember that ways out opportunities may be revealed from a broad horizon because dealing with human materials.

Co10 - Co-design: (echoing D10-In/In Black Hole: Develop clear definitions and metrics for innovation)

Invest on HR innovation leads (analyze all MIX material as an example) to reveal a relevant change in processes.

Express ambition for growing people, not so much as individuals, than as groups of colliding resources in an holistic mapping and grid.

Ambition in the framework should lead to adapt your communication glossary.

Invest some real effort to re-invent part of the HR language for daily business support as well as for new collective processes experiences and design.

Include data about the change of scale, or paradigm.

Re-think your 360° tools. It does not mean much any longer when measuring the interaction of a group of changing and mutating peers.

Co11 - Co-opting (echoing D11-In/In Black Hole: Create widespread accountability for innovation)

Probably the core: widespread adoption of HR stakes.

Ask for contributions about the visions, goals and expectations.

Analyze variations from one individual to another.

Quite funny that candidates are asked about expectations - 90% of question marks regarding salary. For sure, that is about HR making a valuable offer.

Bet on co-opting to make it easier.

Request and gather echoes about each and own's working expectations.

Ask about expectations in joining a new team, challenges, a good atmosphere, recognition from peers.

Idnetify which direction to innovate and go to better adapt.

Co12 - Co-dependency (echoing D12-In/In Black Hole: Knock down bureaucratic hurdles that frustrate innovation)

This dimension is a prolongation of Co-responsibility’s thinking hat.

Promote volunteers and initiatives to exit the bureaucratic routine.

Measure, for example, meetings frequencies and ouptuts.

Communicate about meetings to be attended on a voluntary basis

Establish Come and go, stay and decide official and compliant rule.

Anti-bureaucratic advocacy? Culture of the minimum necessary.

Communicate about the paradox of escaping meetings bieng a door for higher collaborztive interaction dimension.

Co13 - Co-drivers (echoing D13-In/In Black Hole. Make innovation an important component in compensation and reward decisions).

Embed business drivers within the Compensation and rewards decisions.

A traditional safeguard of HR. Co-responsibility, co-creation,

Engage talents to play honest self HR role.

Select some about to change position. New direction, new road.

Let them express job grading and compensation inputs.

Co14 - Co-modeling (echoing D14-In/In Black Hole: D14.Involve customers deeply in the innovation process)

Modeling class. We have co-pilots in the laps that are obviously ready - if not, strongly willing - to help with the navigation. HR's customer satisfaction is rooted in employee satisfaction survey.

Involve and take inputs from your employees for building up tomorrow's HR.

To praise or complain is only the first step.Engage a relevant sample into coninuous improvement actions.

Co15 - Co-ordination (echoing D15-In/In Black Hole: Better manage the tension between operational goals and innovation goals).

The co-ordination dimension recalls the necessity to smoothly go back and forth between immediate actions and long-term development plan.

Lead step back times, to collectively picture over-standardization and routines.

Co16 - Co-anchoring (echoing D16-In/In Black Hole: Build a foundation of distinct widely shared innovation insights).

http://www.mixhackathon.org/hackathon/contribution/not-just-another-brick-wall?sprint=17871

Give your Hackers a voice, a mike , a stage and you will get adaptabilty bonus features.

Illustration (Co16) activation of 2 mini-Hacks mutating into a combination of co-efficiency (Co18) thanks to a cross over of 2 innovations proposals from 2 inputs over 6,000 miles apart.of the (STAGE 1 DNA helix anchoring)

H.U.A as Hackers Urge Adaptability ?

HR executives must shift action mode and mission of their HR teams to engage their business partners (managers lines), to encourage (= ground floor of engagement...) individuals or communities to hack as maniacs plain and dotted lines grids.

Like waves washing on the shore.

Cliffs as well.

Efficiency and adaptability boosters are a must.

Kind of adaptability daily currency. Some HR H.U.A forces "bit-coins" (IT geeks social anti-monitary flow).

Helping individuals, sub-elements, clusters and divisions to pull the broader organization into the new pulse and onto the new biz-tech floors.

Co17 - Co-opetition: (echoing D17-In/In Black Hole: Dramatically improve the quality and quantity of innovative ideas).

The Ying and the Yang of business relationships.

While one (co-operation) can help us get a flow of new ideas blooming, the later (competition) will surely help to fine -tune and improve the quality of these.

Nice and applied demonstration in the MiX. It's not all black or all white.

Bet on cooperative relationships winnng from a bit of competition flavor addition.