- 1. Distributed Leadership and Team Management in environments
of uncertainty and complexity
2. Introduction Beyond teamwork, an organizational cooperation
model. Synergy is an experiential learning course When the
improvements achieved by structured around a behavioural simulation
thattechnological advances are insufficient, begins a carries the
participants from an environment ofgroup dynamics where they learn
to cooperate, uncertainty until another of complexity. The first
they become aware of the whole and balance the is equivalent to
situations of uncertainty and achievement of the personal goals
with the change, of crisis and chaos, mergers and objectives of the
organization. takeovers, but also for growth and expansion,A
playful, powerful and experiential dynamic, new businesses,
restructuring and reorganization.gets a high emotional impact on
the motivation The second is equivalent to mature, competitive, and
cohesion. At the end, the group has globalized, interrelated and
interdependentinternalized and validated the final conclusion. In
markets. complex and interdependent environments During the
evolution of the course, thewhere the individual is exceeded or
dependent organizational and personal needs are analyzed on others
to achieve their goals, is the team that each time. Initial
competences more focused on takes over. A new approach to
management is the exploration as the proactivity, flexibility, the
necessary to manage the new situation, allowing ability to
influence or learning are complementedthe organization to continue
a common strategy by other subsequent more relational and
focusedbut act with local knowledge, creating synergies on the
team, such as motivation, communication,through distributed
leadership. cooperation, shared leadership, delegation orThe
intensity of the experience next to a robust
coordination.conceptual model of base open the door to During the
process of maturation and as a result subsequent personal
developments and direct of the search for the proposed objective,
theapplications to the business or to the group modifies its
priorities in a natural way.organization. 3. The formation of a new
team of persons coming from different business areas, and even from
other organisations, to take on a far-reaching project resulted in
the need to develop a training program that would create a
propitious environment for interpersonal knowledge and promote
teamwork. But above all, it was necessary to clearly show the
challenges and problems that we faced, which is the most novel
aspect with respect to a training action. The experience with the
Equilibrium Cone was simultaneously gratifying and successful,
given that it combined fun aspects (games and simulators) and
operational aspects (specific work projects) that satisfied the
objectives of both cohesion and efficiency, respectively.Ricardo
Alonso Fernndez Director of Corporate Banking Global Banking &
Markets Santander Banking Group 4. Objetives The current
environment in which organizationsPersonal efficiency: Identifying
the behaviours to must compete is increasingly complex. Firms
mustdevelop in order to improve the personal efficiency. get along
in a more interconnected world in which Synergy: Promoting the
optimisation of resources it is increasingly difficult to foresee
what is going to through shared use. happen. Synergy is an attended
seminar that, for two days, The objective of the program is to
develop the submerges the participants in a situation of growing
following: complexity, uncertainty and change. With the use
Distributed leadership: Building self-organised of a behaviour
simulator, it achieves a high impact teams that are responsible to
themselves, thereby and generates emotional involvement such that
allowing them to develop initiative, to makelearning through
experience is assured. decisions and to have flexibility and
adaptability. A dual analysis personal and business allows
Teamwork: Knowing the teamwork guidelines seeing how personal
abilities are key when beyond a mere attitude of co-operation.
promoting a culture of Shared Leadership and Teamwork in
organisations. Change management: Identifying the benefits of
management based on teams in situations of complexity,
interrelationships and constant change. Experimentation through
Gaming and Simulation is an attractive and motivating training
methodology, with constant changes of rhythm, which encourages
interac- tion and participation. The game appeals to the emo- tive
side of learning in the participant, bringing out a positive
attitude with high expectations, which is the key to the process of
learning and is directly related to the level of efficiency of that
learning. 5. Participating in SYNERGY was an intellectual challenge
for me due to the different way of facing a known subject. The idea
of breaking with schemes and not being anchored in traditional ones
is perfectly clear. Learning to dominate my natural leadership in
order to adapt it to good teamwork was another good practice.
Overall, an intense and very recommendable experience for people
who want to learn different methodologies.Jordi Ballest
Vice-President Angelini Group 6. Key takeaways The dynamics of the
course allow the themes to be internalised, which include the
following:Areas of analysis How to tolerate frustration to
permanent change. How to work in environments of uncertainty. From
ambiguity (emotional) to the dilemma (emotional/rational) and from
the dilemma to theproblem (rational). How to manage the anxiety
produced in a situation of lack of control. Attitudes favouring
Teamwork as an organizational response. How to communicate in
symmetry (from equal to equal). Non-hierarchical leadership
effects. Decision-making with vague information. How to prioritize
alternatives on uncertainty. Controlled assumption of risks.
Relationship between level of ambition, commitment and results. The
perspective of the participants is such that and extrapolation to
reality is so high that participants are shown with all their
strengths and weaknesses, which furthermore allows: Filming the
sessions in order to obtain personal video-feedback with an
analysis of personalbehaviour and individual impact on the group.
Planning subsequent coaching sessions. Complementing the session
with subsequent consulting for the organisation based on themodel
used. Defining an action plan for personal development. Therefore,
the program is directed at companies and organisations of a certain
size and complexity. Specifi- cally, it is directed at companies
that are in highly competitive environments or in changing
situations. 7. Currculum Step-by-step, a series of themes appear,
which the group experiences and which, with the help of the
trainer, they analyse and determine. The last part is dedicated to
personal analysis and to projection at the company.
UNCERTAINTYExploration and proactivity.Mental schemes as a source
of self-limitation.Objective identification and inverse definition
of the roadmap.Use of information. LEARNING Experiential learning.
The cost of the error versus the cost of the investment. Mental
models to overcome. DEVELOPMENT From simple to complex. Information
management. Building order through structures. Teamwork as a common
need. INTERRELATIONSHIP From dependence to interdependence. From
ambiguity to the problem. Shared leadership and alternating
communication. COMMITMENT There are no results without emotional
involvement. Equity is not efficacy. SELF-COORDINATIONDecentralized
self-coordination versus centralized coordination.Communication in
symmetry and its effect on relational satisfaction, cohesiveness
and conflict.Information management with imperfect
informationDefinition, unification and alternative criteria. 8.
SYNERGY is an intelligent way of demonstrating through play that at
the company, we are all necessary and that there is strength in
unity. It is a side to transversality, and at Dannon it has been
very useful for realising how important people are in all
functions, each in their own role, so that projects advance and
become a reality.Robert Cosialls Director of Purchasing of Dannon
for Southern Europe 9. Ricardo Zamora15 years of experience
training teams with the cooperative model CooplexityRicardo Zamora
is Bachelor of Science in Business and a Masters in Business
Management from ESADE, one of the top 10 European and International
Business Schools. He is Associate in the Advanced Management
Program at ESADE Executive Education as well as other School of
Business and at some Latin American Universities. He taught
directly to global companies from USA to China. He founded his own
firm called Training Games in 1995, a training consultancy
specialized in Simulation & Gaming, meaning gaming
methodologies applied to learning. The creator of simulators such
as Salesmanship, Carterbanc and Synergy, as well as games such as
Teaching Cards, Fork, The 5 phases of the sale and Linker. Zamora
has specialized in the development of cooperative competences and
applies his programs in large corporations with complex
interrelationships. He is the creator of Synergy, an attended
seminar that submerges the participants in a situation of growing
complexity, uncertainty and change. Large and multinational
companies such as Dannon, Heineken, Unilever, HP, Arbora &
Ausonia (Procter), 10. Customers University Partners ESADE:
Management School of Business of Barcelona (Spain) UTD: University
of Texas Dallas UAB: Universtat Autnoma de Barcelona Mass
Consumption Cobega (Coca Cola Group), Dannon , LU (Dannon Group),
Font Vella (Dannon Group), Heineken, Puleva Food, Mahou-San Miguel,
Grupo Siro, Bimbo (Sara Lee Bakery Group), Unilever, Frigo
(Unilever Group), Nestl, Arbora & Ausonia (Procter & Gamble
Group) Technology Telefnica, Hewlett Packard, Thales Information
Systems, Adbraintage, Astra, T- System Pharmaceutics AstraZeneca,
BDF - Beiersdorf, Boehringer Ingelheim, Farma-Lepori (Angelini
Group), CibaVision (A Novartis Company), Novartis, Roche
Diagnostics, Pfizer, Chefaro , Lilly, Medichem Sector bancario
Santander Group, Banco de Sabadell, Deutsche Bank, BBVA, Caixa de
Catalunya, La Caixa Construction, Real State Ferrovial-Agroman,
Acieroid, Lafarge-Asland, Inmobiliaria Colonial Health SPAIN
TRAINING GAMES Sanitas, Sanitas Residential, Mutua del Parque
Empresarial La Finca Carme, AsepeyoP Club Deportivo, 1 - Edif. 15,
1 pl. Chemicals 28223 Pozuelo de Alarcn Kao Corporation, BASF, AKZO
ChemicalsMadrid (Espaa) Utilitieswww.traininggames.com REE (Red
Elctrica de Espaa), ENDESA, UNIN FENOSA,AGBAR Group UKCOOPLEXITY
INSTITUTE Textile, FashionSuite 11897, 2nd Floor INDITEX, Dimodes,
Nike, Venilia (grupo145-157 St John Street Solvay)London EC1V 4PY
Logsticswww.cooplexity.com DHL
