Praxeological perspective advise for business owners, boards, and managers on:

  • Self-ManagementSelf-directed work teams, employee empowerment, distributed decision making, "flattening" the organization, elimination of bureaucratic red tape. Traditional functions of a manager (planning, coordinating, controlling, staffing and directing) are pushed out to all participants in the organization as opposed to a select few. Each member of the organization is personally responsible for forging their own personal relationships, planning their own work, coordinating their actions with other members, acquiring requisite resources to accomplish their mission, and for taking corrective action with respect to other members when needed. – from the Self-Management Institute page.
  • Virtue Based ManagementThough some are fortunate to find themselves dealing with people of high ethical standards, too often we find that moral compromise appears to be the only way to achieve the desired result.[…] People of goodwill certainly want to treat every[one] with fairness, but when very complicated situations are faced, discerning the potential good or evil that can result from one’s choices is clearly not easy. – from a review of the book Virtue Based Management. Honesty is the first virtue. – form the book Real-Time Relationships.
  • Value Based Management – Business is about earning better money. Focus on long term perspective and returns.
  • Market-Based ApproachMBM challenges traditional American business practices, and encourages a relatively flat hierarchical structure, with the free flow of ideas between all levels of an organization. Employees are encouraged to approach their work from an entrepreneurial perspective, and be rewarded based on the value that they bring to the company, rather than only the amount of time that they spend at work. This encourages workers to use their own deductive powers to overcome obstacles and be creative in their decision-making, rather than waiting for orders from higher-ups. Problem solving, the theory contends, is best carried out by those closest to the problem – the workers. – from Wikipedia.
  • Fractal Management – Growing business from random events, errors, and volatility by incremental changes and additions. Appreciation and seizure of the unexpected market opportunities. In opposition to big strategic corporate planning. I got this idea from reading and listening to Nassim Nicholas Taleb.
  • Non-Aggressive ManagementNon-aggression principle (NAP) of libertarian philosophy applied to management. Verbal and passive aggression such as putting down, bullying, manipulation, withdrawal of feedback is inherently illegitimate. Withdrawal of aggression brings about spontaneous positive developments (see the effects of withdfawal of state intervention in the market).
  • Management and Psychology