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.

1. COOPLEXITY INSTITUTE
Leader in collaboration
COOPLEXITY
The 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

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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 level
Complexity

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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
Individuals
COGNITION
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
Individuals
COGNITION
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 ACTIONS
Individuals Cognition Conation 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

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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

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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
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.

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The Cooplexity 11 Cs model of collaboration
COMPLEXITY
COMMUNICATION
Connectivity
Organizations
(Systems)
Teams
Individuals
SELF-COORDINATION
Conation
COGNITION
Common Project
COHESION
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
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

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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 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