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? A kind of multi-modal tones that are keyed-in as polyphonic inputs in order to come up with even better ideas and increase chances to transform HR for - let’s say - real?

We’re living in a fast-paced changing world, so with the rapidly changing business realms, the opportunity of HR pros recombining with free electrons  brings the first phase of resolution phase from neutral hydrogenation to positive oxygenation.

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 (contemplating mind coda), wouldn’t it be fascinating to unveil the HR black box and boost our value proposal through the lights of HR co-development?

 

 

Nucleo (ideo)-synthesis process. Co-creators are at the essence of HR adaptabilty. For there is at least one reason that brings us back to the stepping stone of transformation: there are no better mirrors and reflecting assets than our internal customers. 360° wide vision shared, prospective reevaluation 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. Hear the bell ringing? There is opportunity for an open-door. It’s the co-development (re-)source: to be on track with co-creating switch mode, you can easily guess we’ll obviously need to look around and beyond the HR masters’ pool.

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. There is no evident bound to success for HR. Off-key is always a risk. But beyond that, daring turning off the safe-mode, acknowledging where our boundaries are - maybe there should not be such boundaries?- and working the cross-knowledge lines to go aside and develop from the wealth of individual strengths and views... (not forgetting oppositions, too).

 

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. What a better example than co-operative emulation on HR future through global intelligence?

The progression from earlier dimensions are about the seek of facts.I is not about deciding how to work together, it is to identify when the co-creation and co-development are operating, that is to say that a genuine new process is at work. With specific and actionable outputs.

 

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

In other words, the end of goal setting and control of innovation, or change management at large, being 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 operational outputs.

 

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

In other words, 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 traditional friction between risk-taking and work routines. Un-shaping policies memory effect.  Negotiate risks and accommodate from constraints to generate new HR strategies.

Rapid switching (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 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.

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

Note : Co-muting 9-5 by train, river shuttle , busor car every morning to feed HR processes is totally out of the scope. Sounds alike, but not a chance. Do not even think about it.The pulse and channels to experiment have different wavelength and gravitation fields.Only places and spaces where Boomers can interact with Gen Y on same paces.

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?...echoes of the Floyd revealed by our prism enlightning the Dark Side of the Moon cover ?....

 

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 complain or justify missed dead-lines or poor deliveries with "I have no gift for ubiquity" magic statement. Guess what ? This could be a skills gap soon on new benchmarks of hackers multi-modal thinkers and actors. Not to be confused with agitated individuals, but vibrating ones exchanging properties in Co-mutation (Co7) and entanglement thanks to grids crossing.

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. 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.

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

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.

 

Practical Impact

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

 

Challenges

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?

 

First Steps

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

Stage 1:

 

Stage 2:

 

Stage 3:

 

Credits

Co-inspirers from 18-Black Holes Team: Frederic J. Leconte, Cesar Awad, David Nowinsky, Olivier Aine, Cedric Begon  

CoHeRenS: Brigitte Dubreucq, "2013: Year of the 'Co'"