Thanks to the Internet, like-minded people can now organize with ease, and as a result, more groups and organizations are demanding a voice in issues of governance. The traditional, top-down model of governance-in which a few render judgments and the masses fall in line-is increasingly being rejected, and we are seeing an exertion of influence by people who feel excluded from traditional governance structures. Exhibits A and B: the Brexit vote and the unlikely triumph of Donald Trump. The authors describe a new approach to governance called 'Catalytic Governance'. By following its five steps, leaders can better engage stakeholders, find common ground, build trust, and frame and re- frame issues-ending up with a common plan from which to take collaborative action.

We highlight 20 ideas just bubbling up to the surface in 2006. Howard Gardner contends that the ability to synthesize information will be the most valued trait for leaders. Dan Williams explores how body area networks can lower health care costs and improve safety. William McDonough describes China as a seedbed for environmental innovation. Nitin Nohria and Thomas A. Stewart say the next frontier for business will be managing incalculable uncertainty. Jeff Cares outlines the challenge confronting business as networks face off against networks. Claire Craig reports how scientists are going beyond the lab and using the world outside as their petri dish. Ted Halstead recommends that every newborn in America receive $6,000 as a down payment on a productive life. Georg von Krogh warns that customer-collaborators are starting to demand a stake in IP. Ged Davis envisions an OPEC-like organization to benefit consumers instead of producers. Nancy M. Dixon describes a model for peer-to-peer leadership development. Harris Allen and Sean Sullivan contend that investment in employees' health can pay for itself. David Weinberger says that stores should imitate Web design. Gerd Gigerenzer shows how a leader's personal rules of thumb influence employees. Zachary Karabell discusses the growing gap between nations' and companies' economic performance. Paul Hemp tells why avatars make good customers. Philip Parker explains why creating private labels for your retail customers is smart strategy. Judith Samuelson and Claire Preisser describe how companies are combating short-term thinking. George Stalk Jr. explains why many firms aren't benefiting from China sourcing. Michael S. Gazzaniga punctures inflated expectations about what neuroscience can do for business. E.L. Kersten says employees shouldn't expect their jobs to provide meaning. HBR also offers a list of important business books due out in 2006.