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Cooplexity Model

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COOPLEXITY INSTITUTE
Leader in collaboration
COOPLEXITY
The COOPLEXITY model (also known as the 8 Cs model of collaboration)
is about how to get the most from high potential talents and teams.
20121025
YOUR LOGOYOUR LOGO
 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
YOUR LOGO
The Cooplexity model
YOUR LOGOYOUR LOGO
Task / Function
Person / Relation
Traditional Perspective of Performance-based Management
YOUR LOGOYOUR LOGO
Interactive perspective
Interdependence level
Interrelation level
Complexity
YOUR LOGOYOUR LOGO
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.
Ad

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Cooplexity Model

  • 1. COOPLEXITY INSTITUTE Leader in collaboration COOPLEXITY The COOPLEXITY model (also known as the 8 Cs model of collaboration) is about how to get the most from high potential talents and teams. 20121025
  • 2. YOUR LOGOYOUR LOGO  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
  • 4. YOUR LOGOYOUR LOGO Task / Function Person / Relation Traditional Perspective of Performance-based Management
  • 5. YOUR LOGOYOUR LOGO Interactive perspective Interdependence level Interrelation level Complexity
  • 6. YOUR LOGOYOUR LOGO 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.
  • 7. YOUR LOGOYOUR LOGO Model level I: Cognition COMPLEXITY COMMUNICATION Individuals COGNITION Information Proactivity to results Proactivity to relations
  • 8. YOUR LOGOYOUR LOGO 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.
  • 9. YOUR LOGOYOUR LOGO  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
  • 10. YOUR LOGOYOUR LOGO Model level II: Teams COMPLEXITY COMMUNICATION Teams Individuals COGNITION COHESION InteractionInformation Group integration Generation of trust
  • 11. YOUR LOGOYOUR LOGO 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.
  • 12. YOUR LOGOYOUR LOGO  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
  • 13. YOUR LOGOYOUR LOGO Model level III: Systems COMPLEXITY COMMUNICATION Systems Teams Individuals SELF-COORDINATION COGNITION COHESION FeedbackInteractionInformation Equal relationships Criteria for action
  • 14. YOUR LOGOYOUR LOGO 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.
  • 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 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
  • 17. YOUR LOGOYOUR LOGO Cooplexity model summary DIMENSION LEVELS CATALYSTS FACTORS ACTIONS Individuals Cognition Experiential Learning Proactivity towards results Data gathering Decision-making Control of objectives Proactivity towards relations Interaction Interchange Relation Teams Cohesion Common project Group integration Cooperation Normalization Implication Trust generation Equality Generosity Systems Self- Coordination Connectivity Equal relationship Mutual consideration Respect Criteria for action Definition of criteria Unification of criteria Alternative criteria
  • 18. YOUR LOGOYOUR LOGO Possible collaborative levels COALITION COOPERA TION “FULL” COLLABO RATION Collaboration It benefits everyone and harms nobody. Common interests: Agreement is the key It benefits some and does not harm anyone Parallel interest: Compensation is the key (win to win level) It benefits some and harms others Complementary interests: Trust is the key Team Consciousness
  • 19. YOUR LOGOYOUR LOGO 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
  • 20. YOUR LOGOYOUR LOGO From competitiveness to full collaboration Competition Individual self- interest Collaboration Team Consciousness 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.
  • 21. YOUR LOGOYOUR LOGO The Cooplexity 8 Cs model of collaboration COMPLEXITY COMMUNICATION (Connectivity) Organizations (Systems) Teams Individuals SELF-COORDINATION (Experiential Learning) COGNITION (Common Project) COHESION COALITION COOPERATION “FULL”- COLLABORATION FeedbackInteractionInformation
  • 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 & Teamwork Applications
  • 24. YOUR LOGOYOUR LOGO 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 1 2 3 4 5 January 2002: start data recording January 2007: last recorded seminar July 2008: statistical analysis results 6 7 8 November 2009: first edition of the book9
  • 25. YOUR LOGOYOUR LOGO 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)
  • 27. YOUR LOGOYOUR LOGO 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.
  • 29. YOUR LOGOYOUR LOGO COOPLEXITY INSTITUTE Prama House 267 Banbury Road Oxford OX2 7HT T. +44 (0) 203 026 5376 www.cooplexity.com COOPLEXITY INSTITUTE: Leader in collaboration Experience the advantage of full collaboration