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Humanocracy

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Hacks

To tackle big, thorny challenges, you need big, unconventional ideas.

That’s what you’ll find here: boundary-pushing proposals for changing the way organizations work and leaders lead — from setting strategy to allocating resources to designing work to rewarding and compensating individuals.

Check out the disruptive ideas and radical fixes posted by your fellow MIXers below — and join them in stirring the pot by proposing your own. A hack can be as seemingly basic as a better way to run meetings or as high-stakes as a complete overhaul of the compensation system — as long as it turns the tables on management-as-usual and offers up a pathway to progress on one of the moonshots.

The MIX Lab / Hacks

A dynamic collection of real-world case studies from the MIX community

The so-called shift to knowledge work was actually a shift from prefigured to configured working activities.  It brought with it a shift in the locus of control over the worker's activities - fro
Hack by Fred Nickols on July 11, 2011
 As we’ve learned over the last several years, from Richard Florida’s Creative Class to Daniel Goleman’s Emotional Quotient, the soft skills and organizational skills are the most valuable to the
Hack by Ross Smith on July 10, 2011
The risk in every innovation is that can produce a revolution or even worst anarchy...I think that especially in some countries and in some cultures, Management 2.0 could become a strong tool to contr
Hack by Giuseppe Satriani on July 10, 2011
The traps that hold back new talent may be the very traditions dubbed as excellent where you work! Innovation requires risk - and novelty  surpasses traditions that drive most organizations
Hack by Ellen Weber on July 10, 2011
During the past few years I have been presenting the Think Intelligence methodology with its TINO framework and tools in many situations.
Hack by Haim Dror on July 10, 2011
All companies want to be more profitable and more competitive. One way to do that is by increasing employees’ job satisfaction.
Hack by Delphine D. on July 8, 2011
We are a small team.  We don’t have time for status meetings.  We can’t afford middle management.  We have no tolerance for team members that don’t produce.
Hack by Lawrence Coburn on July 7, 2011
Internet is an open, free and competitive space. And Web 2.0 has only amplify such virtues. To effectively leverage the Internet, organizations should therefore behave more like a democracy.
Hack by Eidit Hashim on July 5, 2011
Formal networks are  empowered and organized Communities of Passion that drive collaboration and progress across silos.Unlike matrix structures, formal networks
Hack by Michele Zanini on July 5, 2011
"Lock in" of talent may squelch passion, demoralize employees and of course lead to worse fit of talent to problems.  Top down delegation of tasks utilizes fewer minds thinking about what pr
Hack by Gisela Jönsson on July 5, 2011
The greatest risk today - in an increasingly networked world where the cost of experimentation is dropping, may very well be that the hazards of standing still outweigh those of unmitigated experiment
Hack by Paul Higgins on July 5, 2011
 People are inherently selfish when it comes to work.  They serve their own interests first and foremost.
Hack by SHANE BOND on July 3, 2011
Inmost transformation efforts, changing the transparency of financialdata including salaries is like losing the last five pounds.
Hack by Susan Resnick West on July 2, 2011

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