Hacking HR to Build an Adaptability Advantage

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SPRINT 3.1: DEVELOPING ADAPTABILITY HACKS

Now that we have formed hacking teams, it is time to begin the work of taking our mini hacks and developing them into full, “shovel ready” hacks that could be used inside real organizations to make them more adaptable.

For this sprint, we have allocated plenty of time so that you can meet your hacking team, then develop the hack collaboratively. The end date for this sprint is August 12

We will assign a hackathon guide to each hacking team so that if you have questions as you are developing your hacks, you have someone to show you the way. If you are leading or participating in a hacking team, you will be introduced to your teammates and your hacking guide via email shortly (and some of you may have received this email already).

For this sprint we have two tasks:


TASK 1: Review this "hack cheatsheet," a short guide for creating a great management hack.  The document contains a number of practical tips as well as links to some of our favorite hacks already contributed by members of the MIX community.


TASK 2: Connect with your hacking team and begin hacking.

  • Each team lead should have received or will soon receive an email connecting them to all of the people that have joined their hacking team and their guide. Once they receive this email, team leads should connect their team as soon as possible to begin work.
  • Each hack should be developed using this hack template (.docx version) or hack template (.pdf version).
  • You may wish to collaborate by discussing then sharing a version of the hack via email. Or you may want to create a shared Google Drive doc that everyone on the team can access to minimize versioning issues. You may also want to set up a Google Hangout, Skype meeting, or other collaborative session so team members can meet and discuss the hack before beginning work. It is up to each team to decide what tools to use to collaborate. We’ve found that this is usually better than forcing people to use one collaboration tool that may not work equally well for all teams. Use whatever tools you are comfortable with for collaborating.

  • Each team should post a solid draft of their hack to their hack page (find your hack in the list here) before this sprint ends on August 12.
  • If you have other questions or issues, email either your team's hackathon guide or email hackathon guide Chris Grams.

This sprint ends August 12.
douglas-board's picture
(this hack is available as a Powerpoint - see materials)In the last 40 years complexity thinking and sociology have given us new ways to understand uncertainty and the relationship between sc
By Douglas Board on July 17, 2021
debbie-stivala's picture
Attract adaptable people by designing jobs with an emphasis on the organisational culture and by innovating competency assessments.
By Debbie Stivala on July 17, 2021
deb-seidman's picture
Most large companies are a collection of silos, with employees who are so focused on their area of specialization they may be missing key opportunities and threats.
By Deb Seidman on July 17, 2021
Use Design Thinking Methods and techniques applied to Change Management/Org. Dev.
By Dave Whitman on July 17, 2021
An effective onboarding solution could engage employees earlier, so that they are more productive and will stay longer.
charles-prabakar's picture
 With human capital seems to be emerging as the single most important capital of the 21st century, the general consensus, among most management practitioners is that, it happens to be one of the
bruce-lewin's picture
By introducing a series of 5 predictive people management processes, HR and people management shifts from a reactive to proactive function.
By Bruce Lewin on July 17, 2021
This is a multi-dimensional mirror reflection and extension of the co-authored “18 Black Holes” Hack, emerged during Innovating Innovation (In/In) MiX challenge.Therefore it is a live demo of
By Audrey Depeige on July 17, 2021
andy-lippok's picture
Deming and others showed that when you look at the performance of an organisation (however you measure performance), about 85% to 95% (one can argue pointlessly about the precise figure but the scale
By Andy Lippok on July 17, 2021
andy-lippok's picture
Our Hack was inspired by Coens & Jenkin’s book “Abolishing Performance Appraisals.”  There are several other academic books and papers, blog postings, and even hacks that recommend doing away
By Andy Lippok on July 16, 2021

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