cooplexity model
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COOPLEXITY INSTITUTELeader in collaboration
COOPLEXITYThe COOPLEXITY model (also known as the 11 Cs model of collaboration) is about how to get the most from high potential talents and teams.
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Pre-industrial society was structured on the basis of ‘metiers’- expert craftsmen and women who were responsible for a productive activity in its entirety from beginning to end.
Industrial societies are characterized by task specialists and functional differentiation.
Today’s interconnected, global society has increased task interdependencies and as a consequence raised the issue of managing complexity to the top of executive concerns .
These information and knowledge-based societies, adapt universally available and continuous technological, innovation with limited differentiation between output activity.
When technology and standardized processes are no longer able to add value, the differentiating factors are an organization’s teams, talents and people.
Uncertainty & Complexity in Business Situations
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The Cooplexity model
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Task / Function
Person / Relation
Traditional Perspective of Performance-based Management
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Interactive perspective
Interdependence level
Interrelation levelComplexity
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Model dimensions
Complexity
Communication
Complexity is understood as the emergence of
behavioural patterns that exist as a consequence of
human interactions.
Communication is understood as an interactive
process of building new realities.
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Model level I: Cognition
COMPLEXITY
COMMUNICATION
IndividualsCOGNITION
Information
Proactivity to results
Proactivity to relations
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Individual scope
Individuals
In the first level, individuals have to reduce the level of uncertainty through the acquisition of knowledge.
If there are no possible references this process is undertaken through exploration and learning.
Proactivity towards results and relations will be the main factors within this process.
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Characteristics- Individuals centre all the attention on themselves.- Personally and collectively people face uncertainty and dependence in which
there is a sense of disorientation and anxiety.- It is not possible to evolve to the following levels until individuals have obtained
the basic knowledge to gain security.
Strategy- Most of the attention must be centred on knowledge.- Proactivity towards results and towards relations with others.- Special attention must be given to learning through experience and a tolerance
for error.
Action model- Data gathering, action-based decision making, control, interaction, interchange
and relation.
Individual scope
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Model level II: Teams
COMPLEXITY
COMMUNICATION
Teams
IndividualsCOGNITION
COHESION
InteractionInformation
Group integration
Generation of trust
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Teams’ scope
Individuals Teams
In the first level, individuals have to reduce the level of uncertainty through the acquisition of knowledge.
If there are no possible references this process is undertaken through exploration and learning.
Proactivity towards results and relations will be the main factors within this process.
When individuals have acquired a minimum level of knowledge, cohesion appears as a new need and consequence of the interaction.
This can be achieved thanks to a common project where the new key factors are group integration and trust generation.
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Characteristics- Individuals try to find solutions beyond themselves.- The group initiates processes of interaction that can evolve into cohesion. Weak
interactions in contrast may result in disrupted evolution and block options in the future.
- It is not possible to evolve to the proceeding level without generating trust between members.
Strategy- Most of the attention must be focused on cohesion.- Group integration and trust generation.- Create a common project that catalyses change and that can become the excuse
and center of all efforts.
Action model- Cooperation, creation of norms and the definition of limits, implying members’
equality and generosity.
Teams’ scope
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Model level III: Systems
COMPLEXITY
COMMUNICATION
Systems
Teams
Individuals
SELF-COORDINATION
COGNITION
COHESION
FeedbackInteractionInformation
Equal relationships
Criteria for action
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Sistemic scope
Individuals Teams
The team is ready for self-coordination when attains an awareness of itself as a new entity.
It is necessary the creation of the right conditions for the emergence of decentralized and spontaneous self-coordination.
Equal relationship and criteria of action appears as the new main factors while connectivity facilitate communication.
Systems
In the first level, individuals have to reduce the level of uncertainty through the acquisition of knowledge.
If there are no possible references this process is undertaken through exploration and learning.
Proactivity towards results and relations will be the main factors within this process.
When individuals have acquired a minimum level of knowledge, cohesion appears as a new need and consequence of the interaction.
This can be achieved thanks to a common project where the new key factors are group integration and trust generation.
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Characteristics- Groups understand the difference between the addition of parts and the whole,
between behaviours derived form interactions and simple reactions to direct stimuli.- If the group accepts itself and members complement each other, they initiate processes
of self-coordination in a natural and spontaneous way. They won’t interpret others’ reactions as offensive. At this point they have the opportunity to learn how to manage complexity.
- There will always be the risk that some elements will use the catharsis to their own benefit and can produce regressions.
Strategy- Maximum attention towards coordination.- Communication as mutual consideration and definitions of criteria for action.- Creation of the conditions that let spontaneous, shared leadership appear.
Action model- Consideration, mutual acceptance, definitions of criteria for action, unification of the
mentioned criteria and opportunity-search for alternative plans.
Sistemic scope
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Catalysts
COMPLEXITY
COMMUNICATION
Systems
Teams
Individuals
SELF-COORDINATION
COGNITION
COHESION
FeedbackInteractionInformation
(Connectivity)
(Conation)
(Common project)
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Cooplexity model summary
DIMENSION LEVELS CATALYSTS FACTORS ACTIONSIndividuals Cognition Conation Proactivity
towards resultsData gatheringDecision-makingControl of objectives
Proactivity towards relations
InteractionInterchangeRelation
Teams Cohesion Common project Group integration
CooperationNormalizationImplication
Trust generation EqualityGenerosity
Systems Self-Coordination
Connectivity Equal relationship
Mutual considerationRespect
Criteria for action
Definition of criteriaUnification of criteriaAlternative criteria
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Possible collaborative levels
COALITION
COOPERATION
“FULL” COLLABO
RATION
Collaboration
It benefits everyone and harms nobody.Common interests: Agreement is the key
It benefits some and does not harm anyoneParallel interest: Compensation is the key (win to win level)
It benefits some and harms othersComplementary interests: Trust is the key
Team Consciousness
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Possible competitive levels
DESTRUC-TION
COMPETI-TION
ASKING FOR A
FAVOUR
Competition
It harms me but you too“I loose, you loose”
It benefits me and harms you“I win, you loose”
It benefits me and doesn’t harm you“I win, you don’t loose”
Individual self-interest
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From competitiveness to full collaboration
Competition
Individualself-interest
Collaboration
TeamConsciousness
Cognitive approach.Convince on the individual
benefit to be obtained through collaboration because of the
interdependence.
Emotional approach.Make feel that avoiding
competition and embracing team perspective increase
potential benefit.
Clear perception and measurement
on the organizational
impact of individual
contributions.
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The Cooplexity 11 Cs model of collaboration
COMPLEXITY
COMMUNICATION
ConnectivityOrganizations
(Systems)
Teams
Individuals
SELF-COORDINATION
ConationCOGNITION
Common ProjectCOHESION
COALITION
COOPERATION
“FULL”-COLLABORATION
FeedbackInteractionInformation
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Top Management: Systemic perspective & Strategic
management
Natural teams: Cohesion & Working method
Inter-departments: Collaboration & Coordination
Cross company: Sense of belonging & Culture change
Independent areas: Team Consciousness & Teamwork
Applications
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Let’s Explore,
have a common Project,
and build Interconnections,
through Communication.
“Teamworking Mix”
EPIC
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The research
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Key dates
November 1996: start up of Synergy project
November 1997: first dynamics and software trials
June 1998: first pilot seminar
Years1999-2000: course consolidation
Year 2001: behavioural standardization
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5January 2002: start data recording
January 2007: last recorded seminar
July 2008: statistical analysis results
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November 2009: first edition of the book9
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Research profile
Method: direct observation of the behavior reflected in the resolution of the environment raised by the Synergy simulator.
Companies: large national / multinational
Research period: January 2002 to January 2007
Target: from top executive to middle managers
Number of courses: 52 courses (aprox. 700 pax)
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To know more
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Cooplexity book
http://www.lulu.com/spotlight/ricardozamora
More than 10 years of research and 5 years of data collection, reflected accurately in a book that describes an operational model of collaboration for situations of uncertainty and change.
Embraces crisis and permanent change. Uncertainty is something that organizations must engage with collectively from a team performance and distributed leadership perspective.
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Contact
http://www.ricardozamora.com
rzamora@cooplexity.com
http://www.cooplexity.com
COOPLEXITY Institute Linkedin Group
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COOPLEXITY INSTITUTEPrama House
267 Banbury RoadOxford OX2 7HT
T. +44 (0) 203 026 5376
www.cooplexity.com
COOPLEXITY INSTITUTE:Leader in collaboration
Experience the advantage of full collaboration
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