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Campaign: Sessions

Organization Design powered by Evolution

Bernard Marie CHIQUET is a multi-Entrepreneur and was Senior Partner/Senior Executive in large organizations for 15 years (Ernst&Young, Capgemini, Volkswagen). He founded the Integral Governance Institute 7 years ago and is a European Leader in the practice of Holacracy. Bernard Marie believes that in order to evolve and address our current issues, we must first change the core organizational structure so that we can ...more »

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37 votes
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Campaign: Sessions

Stoosian Emergent Organizational Practices from the wild

To implement the stoosian idea of management, we need new management practices. I'm refraining from using the term "best practices", because there is no such thing in a complex environment - we continuously need to reinvent and adapt them. At it-agile, we continuously experiment on how to run a company in an even more self-organized way. See http://stefanroock.wordpress.com/2012/01/30/it-agile-state-of-play/ for a ...more »

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30 votes
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Campaign: Sessions

Indicators for Companies Culture and How to Change

I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy. I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session: 1. How can a companies culture be described (and ...more »

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28 votes
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Campaign: Sessions

Management is dead! Grasping the new model & methods for change

Management, the organization technology, is based on fundamental principles that we inherited from the industrial age. Those principles were good enough for that time and indeed led to fantastic increases in efficiency in the past. Today, however, these principles prove toxic and stand in the way of motivation, effectiveness, innovation, success, and indeed work. In ths session, the aim is to understand and reflect upon ...more »

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28 votes
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Campaign: Sessions

Organize for Complexity. How to make work work again

In this session, we will discuss the urgency and the vision for organizations to become truly robust for complexity, as well as fit for human beings, in order to make work work again for the individual, and for organizations as a whole. We will also discuss how that can be done, from the point of view of internal and external change agents. INTRODUCTION. The notion of dividing an organization into functions, and ...more »

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26 votes
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Campaign: Sessions

Guided Self-Organisation: Creating a Learning Network

The Stoos Network has identified a core believe of “learning networks of people creating value.” But, how to you make this happen in organizations? This session proposes the lowest-effort/highest-impact functionality to make it happen. About 10 years ago and coming from a slightly different perspective, we did root cause analysis. It identified 42 common issues. Among those were: colleagues could not find the information ...more »

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22 votes
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Campaign: Sessions

Gamification of the working environment

More and more people consider fun as being an important reason to choose one job over the other. Next to that it is well known that results are better when employees are having fun at what they do. In other words, fun at work improves employee satisfaction and positively contributes to the results. This imposes a new challenge for management, making the workplace fun. During this session I would like to talk about different ...more »

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21 votes
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Campaign: Sessions

Can We Rate Organizations on Intrinsic Motivation?

A number of media and institutes have different ways of rating the "best organizations to work for". But many of them include external motivators, such as the size of pay-checks and bonuses. And most of them publish a "top X companies", which means only big companies end up on the list. Can we come up with a different way of "rating" organizations? Can we come up with criteria to measure _any_ organization, instead ...more »

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20 votes
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Campaign: Sessions

Alternatives for Status, Power and Money

Status and power are two of the 10 intrinsic motivators in the "champfrogs" scale. We cannot deny that some people are intrinsically motivated by status and power. These people will, quite naturally, enjoy their high positions in a corporate hierarchy. In fact, such hierarchies *attract* people with such intrinsic motivation. We also cannot deny that some people are (extrinsically) motivated by large sums of money. It ...more »

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19 votes
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Campaign: Sessions

The 10 Worst Management Practices, And How To Turn Them Around

In this 90-minute session, we (Fabian Schiller & Laurens Bonnema) propose to collect management practices that are exactly the opposite of the stoosian idea of management, as observed in the wild, i.e. no theoretical wrongs, but only those that we have actually seen in real life. In a next step it would be interesting to try to evaluate why those practices are used and how they can be replaced by more stoosian practices ...more »

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17 votes
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Campaign: Sessions

Facilitating effective interventions from within organizations

Trying to introduce a new solution approach from the outside into a large and complex organisation is quite a challenge, isn’t it? Well-intended initiatives get stuck early on as the parties involved point to each other instead of getting into a constructive dialog. This session shows how you can facilitate parties to get from pointing to each other to a constructive dialog and identifying effective solutions. The ...more »

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16 votes
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Campaign: Sessions

From Overwhelming Complexity to Effective Simplicity

Which large organisation isn’t impacted by crippling bureaucracy and overwhelming complexity? Whatever has been tried, the results remain disappointing. Yet, the breakthrough knowledge appears to be available today. The knowledge is, however, too distributed, lacks alignment with how human beings/organisations think and act, and it misses a vital ingredient: Integration of the solution elements into one overall solution ...more »

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15 votes
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Campaign: Sessions

How do we go from vision to validated learning?

For organisations to become "learning networks of individuals creating value" is a great ideal. But it is not going to happen by itself. For individuals in the organisation to form learning networks, they need to know the direction of learning that the organisation wants, and have the tools to validate that learning. The Lean Start-up movement has popularised a number of tools for validated learning. But how do we go ...more »

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14 votes
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Campaign: Sessions

Management and corporate culture hacking

This week, at the the first Stoos satellite Berlin meetup, Simon came up with the term 'hack' as something he would like to take home from the Stoos stampede. I'd like to build on this idea and propose a session about hacking the corporate and management culture. “Cultural Hacking can be understood as infiltration into systems and the changing of their coding. It is a critical, often even subversive game with cultural ...more »

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14 votes
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Campaign: Sessions

Improvisation: metaphor and skill

Every respectable book, guru and method on organizational change at least mentions the importance of improvisation: the ability to act without having a script in advance. This skill is often likened to jazz-improvisation. My expertise lies in improvised acting. And I propose to do a 2 hour impro-workshop on this. You will walk away having experienced several basic skills that help improvising. Skills that remarkably ...more »

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13 votes
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Campaign: Sessions

Beyond Consulting & interorganisational change

Goal: The goal of this session is to generate disruptive ideas that can potentially help overcome tayloristic management that go beyond the established change models, i.e. systemic consulting, seminars, books, etc. plus doing this on a broad level not on a company level. Background: When we think of stooism we all have something in mind, and I’m pretty sure for many of us it’s post-tayloristic, it wants to overcome hierarchies, ...more »

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13 votes
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Campaign: Sessions

Sociocracy: new governance structure for organizations

Companies are relying more and more on people's brain power instead of their physical capacity. From this sprout the creative ideas necessary to maintain a competitive edge. This asks for a culture in which creativity can flourish. A culture that can handle the tension that generate new ideas, differing opinions and the challenging of existing opinions. It must offer room to chaos and order at the same time. Our existing ...more »

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12 votes
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Campaign: Sessions

Being the change you want to see in the world

So here we are, changing the way organizations are being managed. Whether or not we are "managers" ourselves, we are part of "managing" our organization. One way or another. That's why I like Mohandas Karamchand Gandhi's saying "be the change you want to see in the world." It reminds us that all change starts within ourselves, as a light for people to follow. So...how can we be lights that initiate change? I hope this ...more »

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12 votes
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Campaign: Sessions

Learning for complexity. New approaches for knowledge-building

It’s a fact, we are living in the ever increase complexity times, as “change agents”, we still want organizations and their leaders to change their mindset so they can better perform within such circumstances. Now, think about it, if change and learning walk hand in hand, in order to enable organizations to achieve that goal, shouldn’t we radically change the way we’re educating and advising those organizations and their ...more »

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12 votes
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Campaign: Sessions

Tickling the CFO

Early delivery, working iterations, agile planning, value-driven development, etc. can have enormous impact on the bottom-line. As the CFO is the person having an eye on the money, it seems strange that the CFO is hardly directly addressed. In this session I'd like to explore ways for tickling the CFO. After all, if the person with the money is on your side, things might really stampede fast. [Note for organizers: ...more »

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12 votes
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Campaign: Sessions

Stoosian leadership skills

Leading "learning networks of individuals" is different from leading traditional organizitions, and it requires different skills. Over the years, I've found a couple of skills from different sources that I found transformed the way I show up and work both in my own organization and with clients. I would love to share the skills I found particularly helpful, and also to hear from you which ones you would add. Perhaps ...more »

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11 votes
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Campaign: Sessions

Using Personal-Professional Growth to Adapt Business Cultures

Biologically the same principles that govern our growth and evolution as a person govern the beliefs and mindset underpinning business cultures. What if we applied that knowledge to accelerating adaptability and ability to see and work with what we can't see... The forces that create results, both intentional and unintentional.

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10 votes
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Campaign: Sessions

Leading change good practices

As an external change agent one of the things you have to come up with is some kind of adoption plan. It is debatable if change can be planned and managed but as a consultant you cannot just tell your potential client that you'll just inspect & adapt... well you can but you will probably not get hired if you do! I would like have a working session where people can discuss and exchange their favorite practices/techniques/workshops ...more »

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10 votes
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Campaign: Sessions

Can/Should employee Happiness be measured?

The Happiness Index has been gaining popularity in teams. I'd like to talk about its application, including right and wrong uses, to facilitate communication between staff and leadership of a company.

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10 votes
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Displaying 1 - 25 of 56 Ideas