Hack:
To Reinvent The Organization, It Is Necesary To Stop Drinking The Kool-Aid

The widely held notion that the Chain of Command is no longer prevalent in the organizational dynamic is untrue.  Although many companies claim to not adhere to a formal organizational chart or to identity-linked decision-making, organizations, even when performed informally, apply the Chain of Command to centralize the decision-making process.  Essentially, the idea is to decentralize the decision-making process if the goal is to achieve depoliticization.  To accomplish this goal, it is necessary to completely reinvent the human capital role within the organization. 

For instance, organizational activity has to be defined into two distinct but not seperate areas: 1.) Core Activities, 2.) Non-Core Activities.  An activity of a Non-Core Activity is the defined interrelationship(s) between the various divisions (if applicable) and/or department(s) catagorized within each area.  Human Resources Management needs to start looking at all positives in each candidate interview.  This process is seen as a "barrier to the organization".  It is akin to going on a blind-date, and having only heard or read information or rumours about the party.  When the organization hires based on prevailing HRM methodologies, the potential for politicization to occur in decison-making increases from the current base.  Due to a variety of issues that include non-traditional backgrounds, a special analytics methodology must be used. 

There exists a number of methodologies to be applied that will yield an analytical model capable of assessing a candidate.  Prior to a virtual interview, the candidate should be guided to a website that asks a series of timed questions; where the test automatically logs out the user if another browser is opened or if the pages is navigated by means other than the prompts.  The questions will determine if the candidate is "a natural", a creative visionary, a thinker, a Theory Y worker, a climber and not a conserver, and if they add heterogeniety and not homogeniety.  The formal and traditional resume, phone, and in-person interview process is not effective when assessing the candidate for prowess in these aforementioned areas.The resume has only a few useful functions and much of what garners the most attention by HR executives today is applicable. 

A new paradigm in the analysis of the future hires process coupled to a comprehensive developmental and training program will enable new hire(s) to strategically enhance the organization against current and future competitors.  An added bonus is these employees are able to transition from Core Activities (Marketing, Finance, Management, etc.) to Non-Core Activities.  These new Theory Y workers, as a function of the knowledge worker, these hires are often overlooked in placement hires or may have arrived via untraditional backgrounds. 

This changes the game.  Prior to what will be reavealed as my methodology, the politicization in organizations was inherently generated by personalities that refer to a frame of reference when facing certain situations.  The goal is to bring in new hires that will grow with the organization and depoliticize the decision-making process in the organization.  All involved will be a function of an ever-evolving fabric of input and analysis that creates ideas and renders decisions from all employees.  .