S1. Summary
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Premise : Bureaucracy will never die.

Challenge : How to pass through bureaucratic headwind with minimum resistance?

How to avoid friction with bureaucracy where it sucks value?

It takes a fresh mix of capabilities to deal with an organization at large (deciders, roadblocks, budget etc...).

We aim for new properties that make your dynamics, barely visible to bureaucratic sensors.

So your entrepreneurship is not drained.

This hack is proposing to progress within the economic space constraints, with adaptive velocity.

"Quantic" is a personal new word for "Quantum+Frantic " dynamics.

It is a "Darwin" adaptation to complexity, with a leap from 1.0 Management beyond 2.0 actual limits. .

Practical examples are given.

It is some kind of Quantum bet, at the instant level (leadership decision).

Odds for additional efficiency are demonstrated.

It refers to quantum world because using explanations about interactions, quite difficult to visualize .

Something simple made complicated, for obscure reasons, at first sight.

(Photo: Institute for Cosmic Ray Research / University of Tokyo).Capture of a committed duet on a rubber boat.

Set of over 10 000 sensors to detect neutrinos. It is a "multi-flavors" metaphor....

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S2. Extreme summary

Travel extremely light, smart, somehow unpredictable because innovative and adaptive (as hyper-local adjustments of mirrors in optics), ahead or out of phase, on alternative paths, while interfering with massive positive external systems (higher "out-leadership ratio"), re-shaping the limits of your scope.

Soundless.

This neutrinos management has enough power to burn some of the bureaucracy fat.

There is more than meets the eye.

Problem

P0. Premise : Bureaucracy will never die. (Don't even think about it.)

Challenge : How to streamline actions and decisions so they pass through headwinds with minimum resistance?

P1. Roots

Bureaucracy is the inevitable consequence of companies or administrations growth.

Bureaucracy is here for the long run, it will resist efforts to get rid of it.Including the MIX challenge.

When efficient, it is a useful layer for risk assessment.

Upper layers are useless processes piling up and duplicating from legacy.

It loses effectiveness also in avoiding personal and organizational conflicts.

Deeper root causes: growth means entropy, rapid increase of difficulty to attain awareness, get control and gain capability of prediction and decision.

Bureaucracy is helping managers, slowing leaders, while aiming to be a safety net for both profiles.

Finally bureaucracy itself is also sensitive to entropy, and having a hard time to be its own safety net.

P2. Needs and leads

Win-win is a must for bureaucracy to accept any progress endangering its own power.

Large companies are highly exposed. We should also help start-ups (rising stars) to avoind falling quickly into the trap (energy glutton black hole).

Headwind and turbulences are another way to model effects and illustrate "resistance index" and "gravity".

How much force restrains your leading direction and speed, for how long, and how often?

Individuals and teams learn to develop resilience to this ever-increasing counterforce and add confusion.

Understanding this can help an organization to reshape and get lean.

A few changes in appearance may weaken the resistance and leanness reduces gravity forces.

Neutrino-style managers and other low-resistance heretics are relieving administrations from their own burdens.

There is a need for additional levers to move away the mass of such roadblocks or escape fatal attraction.

Elevation (outbound energy release) must gain over attraction (inner consumption).

Is a mechanical approach enough and best to suit all conditions?

Can we learn lessons and extract innovative leads from the quantic world?

P3. Framework

Interest for the quantic reference was justified by difficult to admit explanations of quite familiar management actions and very practical interactions with bureaucracy.

Something (apparently) simple complicated for doubtful reasons, at first sight, challenging common sense.

Richard Feynman (Nobel Prize 1965), was having fun confusing advanced students with quantic jewels.

Explaining how it is simple to observe, give easy explanation to phenomens such as rainbows, or a mirror reflexion.

Though mislead even experts with the illusion of a valid smooth and single description, whereas particles interaction is indeed deeper, energetic and randomly patterned.

P4. Businesses segmentation

We urge to work at the early stage of nurseries for entrepreneurs to be shaped extremely resilient to classic organization and processes lacking demonstrated added value.

Mid-cap may have a correct balance between control needs and their economic difficulty to staff, so bureaucracy may by chance be under temporary control.

But. there is a need to address the global companies as well

How can we reduce the impact of bureaucracy, starting today, by courageous and unconventional management positioning and decisions, in established ISO compliant companies and administrations?

P5. Final set of key questions.

How to limit bureaucracy strictly to the very useful layers and driving forces ?

What if solutions are known, as neither applicable at all times (moment/situation), nor by everyone?

Is it intellectualy acceptable that the real life examples can be observed or measured, but not at the same time?

Like it is for advanced mechanics, as opposed to the good old easy to believe classic rules.

Is it acceptable for academics? For business leaders? For HR business partners ?

How to overcome basic opposition and open eyes and minds to such disruptive 3.0 management moments?

How to convince about a possible co-existence beside proven 2.0 management logic (already at work), and benefits of additional 3.0 options, useful for specific scope, time or scale factors?

Solution

S1. Neutrinos Management

"Neutrinos are not only ghosts, but also chameleons " as portrayed by Astrophysics European Roadmap.

So be the entrepreneur.

Our own roadmap is proposing a multi-criteria action field (see Presentation part 2 Slide 1 Mapping Axis).

The idea of varying timelines and switching management styles, organization, orientation (in/out) is to become chameleons-ghosts to bureaucracy.

Open new spaces

It is a "Darwin" adaptation to increasing constraints pushing 1.0 Management into dead ends, while 2.0 interactivity is helping, but not enough.(see Presentation part 1 + part 2 Map 4 / 1-4).

Management 1.0 is (greek) compass geometry : get a clear target (a lighthouse), seek and listen carefully to the wind, check stars above by clear nights, give instructions to your crew and you're set to the point.

Captains sail efficient biais against headwind. Geometry 101 even in hostile seas.Masters and Commanders.

Bureaucracy is contrary and changing winds, dead spots or heavy waves.
M1.0 attitude deals with bureaucracy basics through patience,lines, confrontation eventually.

Management 2.0 is ballistic procedures, yet classical mechanic driven : Sky Captains face headwinds, manage the globe curves and atmosphere layers for optimization of time, comfort, safety and fuel consumption.

With the intense collaborative work of skyroutes angels controllers.

Bureaucracy is headwind, turbulences, pre-set skychannels and airport congestion rules, but sky angels too..
M2.0 overcomes some bureaucratic roadblocks with influence, best practices and forms of lobbying.

Management 3.0 is quantum mechanics oriented : Spaceship crew shooting for the moon are using 2.0 ballistic, with intense data crunching and real-time contribution of trajectories wizards, but will deal with space time issues for the long run conquest .

Resistance is not coming from stellar winds while going straight does not have much sense while many forces apply wether you get under the influence of a massive object.

So-called " 3.0 Quantic (Quantum / Frantic) Management " is a part of the space we see, beyond 2.0 horizon.
Seeking for opportunities to avoid some bureaucracy checkpoints, time or spacewise.

Back to Richard Feynman having fun confusing all of us phenomens misleading even experts with the illusion of simplicity : good examples is mirror reflexion with " light of our face bouncing back to the observer eyes on the still surface of the lake".Particles interaction is indeed very much more complicated, moving and randomly patterned.

Expected results are (almost) always the same, highly predictable, but it does not happen the same way everytime.

Different causes, different (unpredictable) paths, some failures and missings.

Some (apparently) simple management actions, made complicated for (still) doubtful and obscure (but now clear) reasons, of efficiency under a too large field of constraints for "business as usual solutions".

The name of the game of Quantic management is to deliver expected results (value for the company, or for a non-profit organization, or an administration), and offer easy to observe simplified fair picture to the bureaucracy in charge of consolidation and control.

While leveraging more complex resources, actions and interactions with the external world, unusual time management, not tracked and often not visible to the analytic capabilities or checkpoints choices of administrative processes.An action movie behind the picture.

Neutrinos 3.0 Quantic Management is one applicable solution.

It can release significant bureaucracy constraints.

So-called " Neutrinos Management " is a specific sub-set of the above "3.0 QM". Likely the most "Frantic" part of it.

It refers to the far space huge scale journeys, but also to the opposite : elusive, fast and impredictable moves.

Bureaucracy could be gravitational waves someday (not mature yet by chance), but are only signal sensors by now.
M3.0 Neutrinos powered is made of choices in organization, moves, flavor changes and other actions and attitude all contributing to become less sensitive and under the radar screen of bureaucracy sensors and attraction of its mass.

(see Presentation 1+ part 2 Map 1).

S2.Simplified solution

So a first level version of the solution is to adopt different styles according to the context, at a specitic moment :

1.0 Use Management 1.0 when sufficient (clear basic needs and economics)

2.0 Move to 2.0 when a plus (a driver for motivation, efficiency, change management etc...)

3.0 Elevate to 3.0 when ready to leverage communities external attraction..

3.0+ Jump to Quantic Management for an instant when a necessity (urgency, frozen budgets, disruptive and too early proposals etc...). In order to escape temporary from bureaucracy attraction or weight.

Key words are :

Agility switches
Community interest

Collective Intelligence

3.0 Management

Branding : What about Disturbing names "Neutrinos" or "Quantum Frantic" ?

Those are gimmicks to question, open new dimensions, and select.

Some analogies are chosen for simplification. (ex : reduce resistance to headwind resistance)

Some help for complexity management solutions : (ex : entanglement or quantum properties)

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S3.Complete systemic approach

Solution levers are :

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

We 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

Expecially when trying to get back to the root causes of bureaucracy 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 we do face many dealing with human and economics organization challenges.

4. Call for Collective intelligence as a mainstream at every level . (see details in guidelines document)

The "solution" itself is to act and behave on a daily basis as neutrinos whenever necessary.

Additional analogies explanation:

Neutrinos are very light particles,carrying energy, sensitive to gravity, with extremely weak interaction with matter.

Matter represents bureaucracy in this analogy.

We are not strangers to neutrinos as our human body produces and is exposed to billions of neutrinos every day.

We should be able to light up and vanish the shadow of organization we call bureaucracy.

Turbulences resilience

The goal is to limit bureaucracy to the useful layers.

Audits can identify how many procedures are recognized support for key legal or management needs and point out processes of questionable value.

Similar to industrial process control, we can institute bureaucracy control as to vital items, and other support actions recognized as creating or protecting value.

As opposed to bureaucracy being an endless onlaught on any hint of innovation, initiative, entrepreneur or even daily production moves.That means destruction of actual and future value and assets.

In order to get better understanding we will open the door to a second and more familiar analogy :

how to move fast and safe among the resistance of headwinds and turbulences ?

We aim for win-win outcomes, and built-in properties that make yourself, your team or your community, almost invisible to the bureaucratic forces and sensors.

So your entrepreneurship is neither slown down nor drained.

May it speed up and be sustainable by becoming less sensitive to the "bureaucracy index" (resistance factor).

It is a win-win for bureaucracy in a sense where administrations and shared services are often already overloaded and complaining about it. So neutrinos management leaders lighten some of the burden.

Therefore be adaptive behavior enabled. Flavors flexible.

Be able to change gears, and get beyond Management 1.0 and 2.0 with teams and peers, across bureaucracy without being detected or being impacted.

Adaptive optics is a real-time technology to adapt telescope mirrors shape hyper-locally and fast, in order to deal with atmosphere and space turbulences for sharper vision and higher resolution power.

Very operational results oriented in a nutshell.

Relevant for business and operations for managers.

Neutrinos have different so called "flavors" (3 revealed as of today and many are hunting an enigmatic 4th), and the very interesting talent of being able to switch between such flavors.

Managers will gain flexibility and efficiency by developing the talent of oscillation between 2 to 4 management flavors. (see Presentation part 2 Map 3 and4 ).

Dimensions and domains

Domains touched by the proposed approach are of different nature :

- financials, the budget cycle and frame being a key process to be challenged

- hr, org chart, staffing, team and network building and collapsing (external being an area for bureaucracy melt-down)

- performance management (capital and costs efficiency) being a favorable space to move at unexpected velocity.

Some practical and conceptual details are given in the "Neutrinos 3.0 Management " presentation down in the materials section.

It is important to get to the detailed maps presented in the two presentations.

Will you dare to give it a look ?

This image is kept BLUR ON PURPOSE
Because it may hurt some audience addicted to conservative organization.

It takes some managerial courage.

It requires a fresh look at management styles and career ambition, by putting on new sharper lenses, with more details and future oriented focus. Adaptive optics again for daring visionary leaders.

Practical implementation details

Extra details are given in the second presentation (Neutrinos part 2) about management progression.

If you have interest into entrepreneurship or social innovation spheres, this is for you daring heretics.

Below is the bullet points list of the management features pinned on the road map.
The slides propose a kind of "Neutrinos 3.0 Booster set " mix of attitudes and tools to guide the implementation :

1.Dynamic vision : Move elements of the vision (quicker than organization tracking)

2.Quantic behavior : Change Management flavors. Do not stick to a leadership style set for a career path.

3.Switch relationships from polarity (1 to 1) to circularity (1 to many through a community chain) and back

4.Dual speed : Velocity above apparent stillness and radar screens

5.Act out of phase, preferably in advance

6.Move outside patterns and cycles, including for budget and resources funding

7. "Two-Faces Organization" extension to change and exchange roles

8.Call for rebounds.(Meaning challenge the idea on a linear growth of ideas or means, and jump-start unusual interactivity with peer sub-organization, as ball bouncing is helping in brainstorming sessions).

9.Bet on collective intelligence on a statistical large scale. (Enlarge the communities with additional rings, including bureaucrats, where some advanced minds hide)

10.Avoid and melt useless bureaucracy (such as using dynamic documentation to escape many recording requests by administrations including audits loops)

11.Adopt daily changing organization (from polarized to circular, from lean internanl teamsto openwide community including consultants experts and fresh apprentice students)

12.Challenge and impact official organization.(Give room to external free-lance talents.Propose "Two-Faces" or "Innovation Storm"temporary parallel streams of talents and energy.)

13.In/Out leadership.(Pull the vision and teams out of comfort zones, including support services).

14.Increase of the out-management ratio.So to identify collaborative resources when denied budgets or facing too little diversity inside.(see Presentation part 2 Map 2 ).

All of the above are practical examples giving hard times to the bureaucracy gravity power (instanlty or on the long range). Properties similar to Neutrinos behavior.

Practical Impact

PI 1. Odds

Ultimately,

this will melt down part of the bureaucracy, for everyone's benefit.

We can help organization to reshape and get lean.This will mechanically weaken the resistance forces.

The bigger, the more difficult obviously.

This neutrinos management has enough power to burn some of the bureaucracy fat.

It is not a magic trick .No silver bullet either.

It does not pretend to a "100% win, one size fits all".

But probabilties distribution is favorable, so the odds for additional efficiency are demonstrated.

We can define a triangle of higher efficiency, new space area opened by the flexibility and velocity options brought by attitudes and actions.(see Presentation part 2 Map 5 ).

You may loose on a regular basis, but the gain is certain when persevering and acquiring momentum.

PI 2. Collective Benefits

We aim for win-win outcomes, and built-in properties that make yourself, your team or your community, almost invisible to the bureaucratic activity forces, or sensors, gauges and gatekeepers.

It is a "Darwin" adaptation to increasing constraints, when pressure points are pushing 1.0 Management into dead ends, and 2.0 interactivity is helping a lot, but not enough.

Some innovative individuals, or teams, can face the cool output of becoming a spin-off business and escape to the bureaucracy burden for a while as healthy start-up.

"Cherry on the cake" collateral success is an option.

PI 3. Practical Impact on Timing

In the meantime,

it allows individuals to reduce the resistance applied by bureaucracy to ideas and actions.

Year time cycles are comfortable and locked up by many bureaucratic processes and decision milestones.

Managers, Leaders or Entrepreneurs can be trained to choose alternative solutions or pathways, and leverage collective intelligence tools to get practical answers outside budget time and constraint.

Time to be live ( "Time to market " applied to ideas or new processes) can be inferior to traditional time to write down even a request for proposal for vendors.

Travelling fast in this case is sending a signal to bureaucracy that you are only performing test at a limited scale while you are in fact rolling out a real new process, or product .

P4. Practical impact on Human Resources

Staff Management : People set up organization and publish org charts through 1.0 push mode tools and processes.
It takes forever to be disseminated and is poorly updated.

Moving to 2.0 tools fed by real-time collaborative edition is helping for fast and fluid updates.

Choosing to leverage 3.0 moves can suit a leader to set up a virtual community and get support or results for a given business need. Frequently quicker than the capacity for the bureaucracy to capture the information of the move.

It can be edited, or even choose to disappear before any reaction and roadblock.
You can be live on a cloud solution while decidors are still calling for a request for proposals from vendors.

The impact is true squatted autonomy and responsibility, juicy fruit of a peaceful guerilla against useless watch.

Same for objectives settings and speed of revision of target,within the administrative performance review, rewards yearly plans in big organization.

Same for talent development with field experience or education within the administrative performance review, rewards and training yearly plans.

Same for absence of performance or development processes in fast growing start-ups where people's needs increase but (insufficient) bureaucracy is also lacking and lagging to set-up guidelines and workflows.

It will give more flexibility to managers stucked into the yearly cycle process as far as dealing with reports performances set-up and shorten active feed-back loops.

Velocity expands autonomy and combination of the two is melting the gravity power of bureaucracy (see chart axis)

Neuronal growth of the communities, nourished by individual and organization inputs, including outside partnerships are the causes of the difficulty for conservative HR to stop the expansion of Neutrinos Management influence.

It rapidly calls for changes of criteria in Job grading and Talent Management grids.With consequences for the staffing process and media.

Bureaucracy : the heavy fortress on the mountain

Bureaucracy in companies is not frightening as it can be in other contexts ( emergency rescue, justice bugs etc..) but it can stop entrepreneurship and drain even basic motivation like quicksands.

Kafka's Castle is about the same : K. the (anti )-hero is not fighting against dragons, therefore he has no real fear.

But the bureaucracy beast soon makes his life miserable and highly frustrating, countering his target to rally his vocational workplace inside the Castle. (see presentation 1) So becomes his (land survey) mission : out of reach.

Stuck in the mud.

The battle is one of saving " Private Ryan's motivation". Some heroic HR campaign..

No real man's life threat, but high individuals and groups productivity impact.

Managers can motivate and drive their engaged resources to move with lowest interaction with bureaucracy.

Escape, avoid, go through, work around, use camouflage on specific context and for a limited time as a first step.

Demonstrating a clear leadership attitude.

"Set them free" is the rally song and anthem.

P5. Strategic dimension

It can apply to long term strategic planning as well.

Big numbers rules give accuracy to bets.Those proposed by heretics and perceived against odds by bureaucracy are alternatives for cornered business angels seeking for innovation.(see Presentation part 2 Map 6 ).

First Steps

FS1. Actuals

1. Formulation and enrichment of Neutrinos 3.0 Management ideas, attitude, tools and who knows what (you don't know what you don't know) thanks to collective intelligence oriented and driven. (i.e the MIX and co-authoring entry as the starting point)

2. Gather skilled resources to enrich and disseminate the Neutrinos 3.0 Management ideas, attitude, tools and who knows what ? (you don't know what you don't know) will be collective intelligence oriented and driven

3. Give selected people (managers, leaders) exposure to the concept will include education about organization academics, advanced physics benchmarks (not to be understood as science classes, only awareness for mind-opening), politics (vision, attitude , influence and communication resistance and resilience as opposed to training on politic skills), challenged by a diverse community led by a philosoph (for instance)

4.The solution experience itself that is to act on a daily basis, as much as on the long term plan as neutrinos, and in specific circumstances be able to get beyond Management 1.0 and 2.0 with teams and peers, and across bureaucracy without being detected.

That is to say to be transparent to bureaucracy.

5.A set of Return On Experience spaces would be set up by a community of dissenders (early adopters), later on invaded by "need to evolve" managers, in order to get testimonials or statistics that will proove that such phenomenae is able to happen, regardless of the existing bureaucracy, and on the top of more classical problem-solving in the defined areas of management.

6. This Mix site and community is already the first element of spaces described in step 5.

7.The hack is not 100% theoritical, as some of the exposed principles and typical actions described have been generated by the experience around the LOFT social learning system.

So go check on the Mix Story "Entangled Talents ? " A 21st century social learning.

Bureaucracy weight and resistance applied to this initiative has been dramatically reduced at every step.

Initially a program (escaping heavy Project Management Office and ISO type layers), later on a corporate department (gaining large freedom of move), adding power by the leverage of a massive and discrete community ( largely supported by free of charge internal and external communication and collaboration including the MIX).

FS2.Next Steps

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8. For individuals (managers at large) or organization willing to move it is the time to test elements of the solution.

The best practical process should start by some typical Quality system and Lean Manufacturing analysis of your personal context as far as Bureaucracy layers, root causes and value stream kind of mapping.

Then to apply any of the 14 examples given in solution design.

Plan, Do, Check and Act again according to your bets results and connect to the community involved in step 5.

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9.Call for collective intelligence inputs from different communities, starting with the MIX, in specific domains in order to keep documenting the experiences and get stastically relevant data.

Human Resources (only when advanced thinkers and open to innovation in management) or psychologists or professional coaches may be involved .

Administrative or support managers (from legal to finance, IT or engineering) can be invited to the exchange.

It can be the first quantic effect : some kind of "Wake up call" about bureaucracy value importance for people in charge of such missions of control.

R&D individuals can contribute to help understanding the Quantic logic references when peroformaing brainstorming sessions for stream mapping or solutions experience plans to managers and HR.

Communication managers involved into internal and external relationships and management messages broadcasting would be assets.

Any fan or knowledgeable individual of F.Kafka's litterature will help to remind and decipher the importance and subtle resistance power of Bureaucracy.

Collective intelligence is made of this, and the right wave to surf.

This neutrinos management has enough power to burn some of the bureaucracy fat.

Credits

C1. Thanks to the global crisis.

Such painful economical event speed up the need for breakthrough, giving at least a chance for such proposals via appetite for bureaucracy melting down, even with unconventional weapons.

C2. Thanks to Max Brod, the editor of Franz Kafka, who refused dying Frank's request to destroy the Castle Story.

Hero K. could have definitly disappear within the bureaucracy quicksands.

C3. Thanks to actual and future co-authors that will accept to contribute to this Neutrinos hack as an open document.

C4. Although Dario Autiero is no workfield relation of mine, and me being a total unknown to him : big thanks his international team from CERN/OPERA experience that dare to publish doubtful results about neutrinos travelling faster than light.

Published in Sept. 2011on the arxiv.org 2.0 media, the hacking news asked for controversy feed-back from the scientific community.This is one source of inspiration for the analogy helping to illustrate the idea.

Proof of collective intelligence and its power of transmission.

C5. Thanks and congratulations to Alain Aspect, recently announced as 2012 Herbert Walther award and heretic wizard of " Entanglement ", complex topic I often refer to, because passionate about this astonishing property.

C6. Source of inspiration under the refreshing work cascade of Richard Feynamn.

To get the original spirit choose the Alix Mautner Fundation transcriptions combined into a short but intense book:

"QFD, The Strange Theory of Light and Matter" from Princeton University Press.

And "Quantum Man" by Lawrence Kraus, just released in UK.

C7. Photo credits for the University of Tokyo, ICCR, Kamioka Observatory capture of a very committed duet of japanese engineers canooing on a tiny rubber boat because of extreme long range entrepreneurs vision.

The pair is is working on a very strange reservoir in order to check over 10 000 thousands of neutrinos sensors (Photomultipliers) before final filling and experience campaign.

Plus as much virtual reflects in pure water used to detect neutrinos.

It is a multi-flavors metaphor : there is little space for bureaucracy in the boat...sensors reflects on water surface... perspective drawn by dotted lines smiling individuals....etc...

Documents

Neutrinos 3.0 Management_1.ppt

Neutrinos 3.0 Management Part 2 (12 2011)_0.ppt

Editorial guidelines.doc

Images

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December 3, 2012 at 4:25pm

Carlos Largacha-Martinez

Hi Frederic
I would need more time to read it all, but it sounds fascinating. I really like the idea of using quantum mechanics and apply it to management.
Saludos
Carlos

December 8, 2012 at 12:54am

Frederic J.Leconte

Hello Carlos (and Melissa and Yuli Andrea), thank you to the comment.
I admit both the analogy plus my editing choice to add the Kafka references are not the easiest and most commercial way.
But as you mention in the material of your own story (quoting some famous heavy-weight thinkers and scientists) when making think too easy ideas naturally converge to a consensus lacking of depth and diversity.
Your 2010 Barcelona "Quantum Framework" and the Latin-America business cases (I encourage Mix friends to have a detailed look at it ) is a very interesting related story.
You will be pleased to see ( I wish but you will need additional time to go through, sorry about that....) that I am fine-tuning a new hack that keeps drilling into the same grounds...and black holes...but not only.
I do not guarantee 100% accuracy in my quantum frames, but I have the chance to get connected with top guns individuals that I can ask to check and proof-read.
Anyway, even the edge of them always admit they are not sure to understand what they know and don't, or how much, but just make some probabilities.Of course.
They all recommend bold thinking and failures as very good workouts too.
Keep in touch.

December 21, 2011 at 12:48am

Frederic J.Leconte

Dec 21st...almost Xmas...so I wish you all the best.
I carried in a lot of additional ideas and precision for you to display in front of your chimney.
Brand new toys and gears.
I don't mind much about ratings but if you want to stop me from adding details you better give me high five (hand visual joke) on this specific criteria.
Again Merry Christmas around the globe to all Mix fans.

December 8, 2011 at 10:25am

Frederic J.Leconte

New ! Dec 9th....Brand New materials with lots of details.

Seek in PPT Neurinos Mgt Part 2.

December 1, 2011 at 3:25am

Aaron Brook

Hello Frederic, how to solve the problem of paradox? my answer is to obey both principles of the systems thinking and maximization of values.

December 1, 2011 at 10:29am

Frederic J.Leconte

You bet.

(So it is or Let it be).

1.We will increase the systemic approach (Bernd 's experience in Quality Systems can only help) to look at all levers and interactions we can identify.

I am familiar and big fan of Fishbone and Production systems matrix.

2.We will try to evaluate value creation, optimizationor destruction whenever relevant.

Takes the best of everything in a way.

Such as using Management 1.0 when sufficient.

Move to 2.0 when a plus driver.

Jump to 3.0 for an instant when a necessity.Like to escape from bureaucracy attraction or weight.

Let's try to insert these clarification into the text and solutions package.

Could be a paradox killer in many occasions.

November 29, 2011 at 11:53pm

Frederic J.Leconte

Hello Aaron, thank you for your inputs.
1.I agree and state that bureaucracy will never die; let's add it's deserves to get a life.
The goal is to melt it enough to obtain a lean and efficient support from it (and nothing else).
And to prevent from having it destroying value. (Same could apply to financial system).
2. "Reasonable innovation" is an interesting paradox.
Is there such a thing or as soon as you make innovation reasonable, innovation features vanish ? (Sounds like quantic phenomens change solely because we observe). I will include this debate in the text.
3.I totally support your 2 head organization approach as you know. I see it as a smart way co cope with some of above paradox. I will "entangle" the 2 texts, that is to say get some of your innovation leads into this hack. So that when you hack will move and grow, such learning process will reflect in this one.
As soon as I get control back on my text (havng technical troubles these days since opening edition...)

November 29, 2011 at 5:58pm

Aaron Brook

Hello Frederic, your “Neutrinos 3.0 management” indeed deserves us to look forward, so my advices are as following: 1 We can not completely get rid of bureaucracy (based on hierarchy), because bureaucracy itself has some of rationalities, such as to efficiently fulfill. 2 Our most important way to move freely and fast through bureaucracy is the reasonable innovation according to a clear strategy development direction. 3 Around the reasonable and fast innovation, my “Two-Faced People Organization” might be a choice for you.

November 29, 2011 at 6:04pm

Aaron Brook

November 28, 2011 at 1:35am

Frederic J.Leconte

Hello Bernd,
this is a real pleasure.Looking at both your angle and your "Me in 3 words" profile I have no doubt we are on resonating wavelengths. Key words to define your areas of interests are flashing tags telling me we are going to have challenging proposals for the Mix community.
Your question about the origin and root causes of bureaucracy is a very good one to start with.It sure will benefit from such "5 whys" cascade input of yours!
Do/Don't criteria are very quantic compliant elements. This can be eye-opener.
It deeply favor multiple voices analysis and crow-validation that will make it a unique value.
Welcome and feel at home.
Looking forward pushing the machine together. Headwind may fear our collective power!

November 28, 2011 at 1:09am

Bernd Nurnberger

OK, this being an exercise in virtual team collaboration, I would like to join as co-author. I am German - Japanese influenced, versed in safety testing and management system assessment.

To streamline the approach and reduce its resistance facing bureaucratic headwinds, I would like to start from a 5-WHYs analysis as to what were the reasons and benefits to introduce bureaucracy in the first place. My vision for this hack includes do/don't criteria, context and drafting action-oriented process steps, crowd-sourced and hopefully crowd-validated, using this open hack collaboration space.

October 14, 2011 at 10:28am

Frederic J.Leconte

Important : this an open (non-locked) hack.
As encouraged by Gary Hamel in the MIX TV.

You are very welcome to co-author if you feel able to jump in and enrich the idea or to illustrate.
Collective intelligence is the name of the game...