Cooplexity model

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Cooplexity proposes a cooperation-collaboration model for complexity, the result of more than ten years spent in research and five in gathering data. Three action levels are rigorously proposed, alongside their implications, their key factors and the catalysts that have allowed them to appear.
What makes the Cooplexity model unique is the fact that it is based on a vast number of observations of synthesized behaviour, through repeated application of the same constructed environment of uncertainty and complexity.
In this book the reader will find the key guidelines for facilitating the emergence of collaborative behaviours, as well as a series of conclusions that challenge the classic concepts of teamwork and leadership as they have been understood up till now.

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Cooplexity model

  1. 1. COOPLEXITY INSTITUTELeader in collaborationCOOPLEXITYThe COOPLEXITY model (also known as the 11 Cs model of collaboration)is about how to get the most from high potential talents and teams.201304
  2. 2. YOUR LOGOYOUR LOGO Pre-industrial society was structured on the basis of „metiers‟-expert craftsmen and women who were responsible for aproductive activity in its entirety from beginning to end. Industrial societies are characterized by task specialists andfunctional differentiation. Today‟s interconnected, global society has increased taskinterdependencies and as a consequence raised the issue ofmanaging complexity to the top of executive concerns . These information and knowledge-based societies, adaptuniversally available and continuous technological, innovationwith limited differentiation between output activity. When technology and standardized processes are nolonger able to add value, the differentiating factors are anorganization’s teams, talents and people.Uncertainty & Complexity in Business Situations
  3. 3. YOUR LOGOThe Cooplexity model
  4. 4. YOUR LOGOYOUR LOGOTask / FunctionPerson / RelationTraditional Perspective of Performance-based Management
  5. 5. YOUR LOGOYOUR LOGOInteractive perspectiveInterdependence levelInterrelation levelComplexity
  6. 6. YOUR LOGOYOUR LOGOModel dimensionsComplexityCommunicationComplexity is understood as the emergence ofbehavioural patterns that exist as a consequence ofhuman interactions.Communication is understood as an interactiveprocess of building new realities.
  7. 7. YOUR LOGOYOUR LOGOModel level I: CognitionCOMPLEXITYCOMMUNICATIONIndividualsCOGNITIONInformationProactivity toresultsProactivity torelations
  8. 8. YOUR LOGOYOUR LOGOIndividual scopeIndividuals In the first level, individualshave to reduce the level ofuncertainty through theacquisition of knowledge. If there are no possiblereferences this process isundertaken throughexploration and learning. Proactivity towards resultsand relations will be themain factors within thisprocess.
  9. 9. YOUR LOGOYOUR LOGO Characteristics- Individuals centre all the attention on themselves.- Personally and collectively people face uncertainty and dependence in whichthere is a sense of disorientation and anxiety.- It is not possible to evolve to the following levels until individuals have obtainedthe 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 tolerancefor error. Action model- Data gathering, action-based decision making, control, interaction, interchangeand relation.Individual scope
  10. 10. YOUR LOGOYOUR LOGOModel level II: TeamsCOMPLEXITYCOMMUNICATIONTeamsIndividualsCOGNITIONCOHESIONInteractionInformationGroupintegrationGeneration oftrust
  11. 11. YOUR LOGOYOUR LOGOTeams’ scopeIndividuals Teams In the first level, individualshave to reduce the level ofuncertainty through theacquisition of knowledge. If there are no possiblereferences this process isundertaken throughexploration and learning. Proactivity towards resultsand relations will be themain factors within thisprocess. When individuals haveacquired a minimum levelof knowledge, cohesionappears as a new needand consequence of theinteraction. This can be achievedthanks to a commonproject where the new keyfactors are groupintegration and trustgeneration.
  12. 12. YOUR LOGOYOUR LOGO Characteristics- Individuals try to find solutions beyond themselves.- The group initiates processes of interaction that can evolve into cohesion. Weakinteractions in contrast may result in disrupted evolution and block options inthe future.- It is not possible to evolve to the proceeding level without generating trustbetween 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 theexcuse and center of all efforts. Action model- Cooperation, creation of norms and the definition of limits, implying members’equality and generosity.Teams’ scope
  13. 13. YOUR LOGOYOUR LOGOModel level III: SystemsCOMPLEXITYCOMMUNICATIONSystemsTeamsIndividualsSELF-COORDINATIONCOGNITIONCOHESIONFeedbackInteractionInformationEqual relationshipsCriteria foraction
  14. 14. YOUR LOGOYOUR LOGOSistemic scopeIndividuals Teams The team is ready for self-coordination when attains anawareness of itself as a newentity. It is necessary the creation ofthe right conditions for theemergence of decentralizedand spontaneous self-coordination. Equal relationship and criteriaof action appears as the newmain factors while connectivityfacilitate communication.Systems In the first level, individualshave to reduce the level ofuncertainty through theacquisition of knowledge. If there are no possiblereferences this process isundertaken throughexploration and learning. Proactivity towards resultsand relations will be themain factors within thisprocess. When individuals haveacquired a minimum levelof knowledge, cohesionappears as a new needand consequence of theinteraction. This can be achievedthanks to a commonproject where the new keyfactors are groupintegration and trustgeneration.
  15. 15. YOUR LOGOYOUR LOGO 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 processesof 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 managecomplexity.- There will always be the risk that some elements will use the catharsis to their ownbenefit 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 thementioned criteria and opportunity-search for alternative plans.Sistemic scope
  16. 16. YOUR LOGOYOUR LOGOCatalystsCOMPLEXITYCOMMUNICATIONSystemsTeamsIndividualsSELF-COORDINATIONCOGNITIONCOHESIONFeedbackInteractionInformation(Connectivity)(Conation)(Common project)
  17. 17. YOUR LOGOYOUR LOGOCooplexity model summaryDIMENSION LEVELS CATALYSTS FACTORS ACTIONSIndividuals Cognition Conation Proactivitytowards resultsData gatheringDecision-makingControl of objectivesProactivitytowardsrelationsInteractionInterchangeRelationTeams Cohesion Common project GroupintegrationCooperationNormalizationImplicationTrust generation EqualityGenerositySystems Self-CoordinationConnectivity EqualrelationshipMutual considerationRespectCriteria foractionDefinition of criteriaUnification of criteriaAlternative criteria
  18. 18. YOUR LOGOYOUR LOGOPossible collaborative levelsCOALITIONCOOPERATION“FULL”COLLABORATIONCollaborationIt benefits everyone and harmsnobody.Common interests: Agreement is thekeyIt benefits some and does notharm anyoneParallel interest: Compensation isthe key (win to win level)It benefits some and harmsothersComplementary interests:Trust is the keyTeam Consciousness
  19. 19. YOUR LOGOYOUR LOGOPossible competitive levelsDESTRUC-TIONCOMPETI-TIONASKINGFOR AFAVOURCompetitionIt 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
  20. 20. YOUR LOGOYOUR LOGOFrom competitiveness to full collaborationCompetitionIndividualself-interestCollaborationTeamConsciousnessCognitive approach.Convince on the individualbenefit to be obtained throughcollaboration because of theinterdependence.Emotional approach.Make feel that avoidingcompetition and embracingteam perspective increasepotential benefit.Clear perceptionand measurementon theorganizationalimpact ofindividualcontributions.
  21. 21. YOUR LOGOYOUR LOGOThe Cooplexity 11 Cs model of collaborationCOMPLEXITYCOMMUNICATIONConnectivityOrganizations(Systems)TeamsIndividualsSELF-COORDINATIONConationCOGNITIONCommon ProjectCOHESIONCOALITIONCOOPERATION“FULL”-COLLABORATIONFeedbackInteractionInformation
  22. 22. YOUR LOGOYOUR LOGO 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 & TeamworkApplications
  23. 23. YOUR LOGOYOUR LOGOLet’s Explore,have a common Project,and build Interconnections,through Communication.“Teamworking Mix”EPIC
  24. 24. YOUR LOGOThe research
  25. 25. YOUR LOGOYOUR LOGOKey datesNovember 1996: start up of Synergy projectNovember 1997: first dynamics and software trialsJune 1998: first pilot seminarYears1999-2000: course consolidationYear 2001: behavioural standardization12345January 2002: start data recordingJanuary 2007: last recorded seminarJuly 2008: statistical analysis results678November 2009: first edition of the book9
  26. 26. YOUR LOGOYOUR LOGOResearch profile Method: direct observation of the behavior reflected in the resolution of theenvironment 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)
  27. 27. YOUR LOGOTo know more
  28. 28. YOUR LOGOYOUR LOGOCooplexity bookhttp://www.lulu.com/spotlight/ricardozamoraMore than 10 years of research and 5 years of data collection, reflectedaccurately in a book that describes an operational model of collaboration forsituations of uncertainty and change.Embraces crisis and permanent change. Uncertainty is something thatorganizations must engage with collectively from a team performance anddistributed leadership perspective.
  29. 29. YOUR LOGOYOUR LOGOContacthttp://www.ricardozamora.comrzamora@cooplexity.comhttp://www.cooplexity.comCOOPLEXITY Institute Linkedin Group
  30. 30. YOUR LOGOYOUR LOGOCOOPLEXITY INSTITUTEPrama House267 Banbury RoadOxford OX2 7HTT. +44 (0) 203 026 5376www.cooplexity.comCOOPLEXITY INSTITUTE:Leader in collaborationExperience the advantage offull collaboration

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