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Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
The Basic Constructsin the Architecture of Cooperation
Work In Progress
By
Robert Porter Lynch
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Basic Frameworks
Part One -- The IndividualPart Two -- RelationshipsPart Three -- Teamwork & CommunityPart Four -- ApplicationPart Five -- Measuring your Cooperative Quotient
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Architecture of Cooperation
Community = Common UnityCooperation means
– Communication
– Coordination – Synchronization
– Co – Operation – Performance Together
– Compassion
– Commitment
– Continuity
– Compatibility of Differences
– Co-Creativity the manifestation of Synergy
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Part One -- The Individual
Choice of RealityTrust & Integrity
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Choice of RealityChoice of Beliefs
• Attitude• Values• Guiding Principles• Awarenesses• Responsibilities
Choice of Vision• Destination• Desired Result• Goals• Possibility
Choice of Thought• Frameworks, • Concepts, • Processes, Methodologies
Part One -- The Individual
Choice of Language• Communications• Speaking • Listening• Symbols• Inquiry & Discovery• Gestures
Choice of Action• Co-Creation• Behavior• Responses & Reactions• Timing • Skills
Choice of Emotions• There’s far less choice here, unless the other
choices are in harmony/unity• Forgiveness or Revenge
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
FOUNDATIONS of TRUST
Congruity Certainty Predictability Honesty Walk the Talk
Win-Win Reciprocity Shared Risk-Reward Fairness & Flexibility Communications
Dedication Competency Dependability Focus Discipline
Honor Openness Alignment of Priorities Respect of Differences
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
TrustHow Executives Saw Trust Being Destroyed or Created
Trust Busters
– Act Inconsistently in what they say and do 69%– Seek Personal Gain above Shared Gain 41%– Withhold Information 34%– Lie or Tell Half Truths 33%– Be Closed Minded 29%– Be Disrespectful to Employees 28%– Withhold Support 16%– Break Promises 14%– Betray Confidences 13%
Trust Builders– Maintain Integrity 58%– Openly Communicate Vision & Values 51%– Show Respect as Equal Partners 47%– Focus on Shared Goals not Personal Agendas 38%– Do the Right Thing Regardless of Personal Risk 36%– Listen with an Open Mind 33%– Demonstrate Caring Compassion 22%– Maintain Confidences 15%
Source: Manchester Consulting, 1997 – survey of executives at 215 companies
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
— Building Trust —TRUST
PREDICTABILITY
Teamwork CommitmentActionValues
Without Trust, the Partnership will not be able to make the numerous and frequent adjustments needed for high performance
Question: Does your Partnerships have a high level of trust? What is preventing
the trust from being solid?
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Visio
n&
Va lu
e sD
riven
Legal ContractsProtect Against DishonestyUse Courts to Enforce
Aligned TrustArchitectedTestedCommitment to Win-Win
Blind FaithHope & PrayFeeding Ground for
ManipulatorsQuestionable Predictability
BLIND
Caveat EmptorExpect to be taken
AdvantageAggressive DefensivenessCalculated Manipulation
PRUDENT
Tac
tica
lly&
Pos
itio
na
llyD
rive
n
TRUSTDIS-TRUST
Build Trust
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Healthy & Unhealthy NegotiationsThe Perspective of Time
Past Present Future
Healthy RelationshipsLive solidly in the Present, with a connection to the past (like an umbilical cord), and see the future as a positive, likely, and happy set of events over which there is some reasonable amount of control
Unhealthy RelationshipsLive tentatively in the Present, with a retrospective view where the Past hauntingly looms into presentand colors every experience and every decision. The Future is but a very distant set of highly unlikelypossibilities or the Future is seen as a set of new explosions filled with negativity.
+ & -
Flow of Learning
Predominant View
Predominant View
_ &+
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
— Why Trust is Important —
High Levels of Trust Enable:– Very High Performance
– Greater Innovation, Creativity & Synergy
– Expansion of Possibilities
– Enhanced Problem Resolution
– Faster Action/Implementation and...
– Lower Transaction Costs
Trust is the Foundation of all Cooperative Enterprise
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Integrity Integrity is often thought of as moral uprightness and steadfastness -- making
"good" choices, doing "the right thing."
In fact, true integrity is not constrained by nor does it reside in rules, prescriptions or imposed demands. Integrity is far more than that.
Integrity resides in the ability to constitute yourself as your word. As such it is a home, an anchor, a self-generated and continuing commitment to honor your word -- despite contrary thoughts and feelings if need be. It is a consistency of being, speaking and acting that shapes who you are -- to yourself and to others.
In the beginning integrity is being true to your promises, that is, a match between your words and actions. Ultimately, integrity is being true to your deepest commitments -- your Self.
In this way integrity frees us to create the future out of our true commitments -- our highest Self -- rather than out of our past.
Part One -- The Individual
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Part Two -- Relationships
Negotiations StrategiesChampion of Your LifeCo-CreationBreakdownsSynergy of Compatible DifferencesControl Issues
Roles and Personal Commitment to
Others
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Negotiations
Conflict or CoExistence or CooperationFocus on Past or Present or FutureWin-Lose or Win-Win or Synergy
Part Two -- Relationships
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Creating Synergy8 Essential Steps During Negotiations
1. Know Yourself2. Know Other3. Know Differences4. Embrace Differences5. Re-Focus: What's Possible?6. Re-Frame: What's Missing?7. Re-Create: What Shifts in Thinking?8. Co-Create: Imagineer New Future
Part Two -- Relationships
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
NegotiationsNegotiationsStrategic
Long Term
Relational
TacticalShort Term
Transactional
Co-Creative
Shift
Possible
PartneringStrategic RelationshipVision & Values Based
CompetitivePower/ControlPositionally Based
CollaborativeInterests Based
Lose-Lose
Shadow Side ofWin-Lose
HighTrus
tLowNone
— Far Beyond Win-Win —
Synergistic1+1>3
CooperativeWin/Win1+1=2
Win/?or Lose1+1=1½
Combative
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
ControlCompromise
Co-CreateGain
Advantage
Meet Mutual
Interests
Design Synergistic
Futures
Conflict
Differences
Multiple Ideas
Point
of View
Understanding
the View
Viewing Point
Accusation
Inquiry
Discovery
Opponent
Other Side
Partner
Survival
Strife
Thrival
Argue
Reconcile
Re-Create
ManipulateTolerate
Co-Create
ConflictCoexistence
CooperationWar
Peace
Community
AnimosityCompatibility
Unity
Me for Me
Against You
Me for Me
You for You
You for Me
Me for You, We for We
IntoleranceUnderstanding
Acceptance
FearFact
Opportunity
BlameSolution
Common Good
Protection
ClausesContracts
Values &
Covenants
Distrust
Guarded
Trust
OpennessShifting the Perspective Through Language
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
NegotiationsFar Beyond Win-WinStrategic
Long Term
TacticalShort Term
I am committed to you winning as long as you are committed to me winning
I will defend your interests from an attack or an infringement from people on my own team because you are my partner and my ally
and because we have established firm Rules of Engagement which I will not let my own side violate – I am committed to retaining our trust.
I will let you win because I know win-win is good for alliances
I will fight to win, and you must fight to win, and somewhere in the middle we will strike a balance
We must both be willing to strike compromises and make concessions if we are to achieve win-win
I expect you to fight for your ground, & I will fight for mine,
& whatever ground I let you take is yours
I win at your expense, and you win at my expense.
We both have a common goal, so we should work together to achieve the goal together
We augment each other’s strengths and weaknesses, so together we are greater than we are apart
Our Vision is the same, are Values are Compatible, Let’s Dance
We will create a whole new world together with an inspired vision of the future that expands our potential,
and lets the Customer win too.
I despise you so much that I am willing
to go down to bring you down.
I am right, and you are wrong,
Do it my way, or the highway
I must protect my interests, and, inasmuch as they are protected, you can take what is left or what is in your interests
Best
Dange
rGoo
d
Cautio
n
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Shifting Fields1. For Hard Line Combative Negotiators, One
Level of Shift is all you will get in the Near Term
2. For those who have been in the upper two zones, and slip into combative negotiations, move back up QUICKLY“Let Not the Sun Set on Thy Wrath”
3. No Trade Off Paradigms – Avoid Compromises & Concessions
4. What is emitted from your mouth is a reflection of what is in your mind and heart
5. Examine the Risks, Costs, Opportunities, and Benefits of being in each Zone (there are benefits to combative negotiations)
1. The Third Party must have several Qualities You Must Believe it is possible!! You must be able to hold paradox\ Avoid Compromise and Concessions – the No Trade Off
Paradigm No Judgemental thinking Build Trust by focusing on Values Build a Common Vision for the future early Einstein’s Rules
From Complexity Find Simplicity, for in Simplicity there is truth
From Confusion & Discord, find Harmony We cannot solve the problems of today with the same
level of thinking that created the problem Creativity is more Important than knowledge
Change Language, Shift Paradigms Pose Questions that Shift the Insight and Perception Believe the Solution is already in the Stone Understand and Listen First, Make no Pronoucements or
Judgements, except for setting ground rules.
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Forgiveness Trust
Create New Future
Forget the Past
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Caught in the Loop
Uncertainty
DoubtDistrust
Control
Fear
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Fear One deals with fear in three
dimensions;1. Facts (Logic & Understanding) –
Salem witch hunts2. Faith (vision of a stronger, better
future) – strong beliefs, love, caring, (christ said the opposite of love is not hate, but fear)
3. Fortitude (courage and confidence) – (this is a variant of the Faith approach, incorporating the belief that one will have or does have the facts) -- Franklin Roosevelt’s speech – we have nothing to fear but fear itself.
The Opposite of Love is not hate, it is Fear – Jesus Christ
Logic and cold reason are poor weapons to fight fear and distrust. Only faith and generosity can overcome them.--Jawaharlal Nehru
Nothing is so much to be feared as fear.--Henry David Thoreau
Let us never negotiate out of fear. But let us never fear to negotiate.--John Fitzgerald Kennedy
Nothing in life is to be feared. It is only to be understood.--Marie Curie
Let me assert my firm belief that the only thing we have to fear is fear itself--nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat-to advance.--Franklin Delano Roosevelt
He who fears being conquered is sure of defeat.--Napoleon Bonaparte
There's nothing I'm afraid of like scared people.--Robert Frost
If a man harbors any sort of fear, it percolates through all his thinking, damages his personality, makes him landlord to a ghost.--Lloyd Douglas
O friend, never strike sail to a fear! Come into port greatly, or sail with God the seas.--Ralph Waldo Emerson
Fear is the tax that conscience pays to guilt.--George Sewell
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
5. Re-Focus on What's Possible6. Re-Frame What's Missing7. Re-Create Shifts in Thinking8. Co-Create & Imagineer the Future
3. Know Differences4. Embrace Differences
1. Know Self2. Know Other
Part Two -- Relationships
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Shifting the PerspectiveRe-Focusing, Re-Framing, Re-Creating
Choosing the Words for Negotiations is Essential– If there is no word/language for an idea, there is no place in the brain
manifest and little chance a behavioral action will occur.
Words are highly connected to:– Belief Systems
– Fundamental Architectures• usually reactive and unconscious
• learned by family, experiences, culture, & beliefs
• often based on untested assumptions
– Behavioral Responses
Poor Word Choice will Trigger the Response Registry in the Brain– Psycho-Linguistics
– Behavioral Archetypes
Part Two -- Relationships
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Shifting the Perspective
Part Two -- Relationships
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Champion of Your Life
– Committed to the Greater Good
– Enthusiasm (passionately inspired by God)
– Inspired (infusion of divine power or enlightening of the mind)
– Positive Response
• to Adversity
• to Caring
• to Cooperation
– Responsibility versus Blaming
– Vision of the Future
– Guiding Principles
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Co-Creation
Co-Creation Brings us closer to our DivinityCo-Creation enables Regenerative InnovationCo-Creation Requires Co-Operation,
Community, Honor, Trust, and Brother/Sister- Hood
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Breakdowns
Breakdowns are an Opportunity to either– BLAME, ARGUE, FIGHT
– BREAK AWAY
– CREATE A BREAKTHROUGH
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Synergy of Compatible Differences
New CultureOld Culture Creative Knowledgeable What's Missing? Right-Wrong What's Possible? Good-Bad Questions Answers Turn Breakdowns
into Breakthroughs Blames &
Defends Diversity into Unity Predictability
Control Coordination
Co-Creative Culture/LeaderTraditional Culture/Leader
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
BreakdownsBreakdownsHigh Performance Teams have more Breakdowns than
Low Performance TeamsDifference is how breakdowns are handledCollaborative Culture:
– Turn Breakdowns into Breakthroughs– Look for Hidden Meaning– Ask Questions that Expand Learning
• What’s Missing?• What’s Possible?• What Shifts in Thinking are required?
– Focus on Team Responsibility, not the Individual– Work Through a Breakdown Scenario with partner in advance
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Control Issues
– Positive Control• Communications
• Cooperative Control
• Coordination
• Commitment
• Common Vision
– Negative Control• Fear
• Uncertainty
• Distrust
• Greed
• Ego
Part Two -- Relationships
Linkage between Positive Control and Positive Response to Adversity
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Part Three -- Teamwork & Community
Family, Teams, and CommunityThree Dimensional FitManaging Differences, Interfaces, and CulturesHandling Ambiguity & UncertaintyAdapting to ChangeGovernanceCapability Building
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Family, Teams, & Hierarchy
Monolithic HierarchiesCompeting HierarchiesAlliancesNetworks
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
FutureFit Teamwork
Fit
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Part Four -- Application
– Strategies
– Guiding Principles
– Covenants
– Masteries & Competencies
– Success Factors
– Frameworks, Processes, Methodologies
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Building a Collaborative Culture Principles of Cooperation
Statement of PrinciplesStatement of Principles Condominium Members
As a Member of our Condominium Community, I hereby pledge to:
1. Build a Spirit of Cooperation among our Community— Work for the Greater Good: “All for One, One for All”— From Chaos Seek Unity, From Discord Find Harmony— Tolerate No Divisiveness, No Polarization, No Back-Biting
2. Engage & Embrace all Members with Respect— Respect Everyone’s Need for Solitude, Peace, and Tranquility— Respect and Listen to those with a Different View— Seek Always to Bring Out the Best in Others
3. Build Relationships based on Trust, Integrity, and Ethics— Speak only the Truth, Otherwise be Silent— Give People the Benefit of the Doubt— When wrong, Acknowledge, Apologize, then take Corrective Action
4. Speak Only the Language of Cooperation:— Seek Solutions, Not Blame— Neither Speak nor Spread any Gossip— Forgive those who Apologize for their Transgressions
5. Disagree without being Disagreeable— Be Critical without Criticizing— Never Threaten, Attack Issues but not People— Do whatever Can Be Done, and Gracefully Accept what Can't.
6. Try to Bring a Spirit of Joy to All — Dwell Not in Negativity — Complain Not about Petty Things— Receive Everyone with a Cheerful Face and Open Arms
7. Keep a Positive and Caring Attitude— Listen with Empathy and Compassion — Hold our Responsibilities as Dearly as our Rights— Respect the Minority’s Needs, even though the Majority Rule
8. Live by the Spirit, not just the Letter, of the By-Laws— Live with the Intention of Peace & Harmony— Live to Create Advantage for Everyone, not to take advantage just for yourself— Respect the Law for the Guidance it gives, not for loopholes that may create an advantage for one over others
EXAMPLE
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Part Five -- Measuring your Cooperative Quotient
Beliefs, Perceptions, Awareness Architectures, Thoughts Actions, Skills Language, Words, Communications
Patterns Human Interactions Handling Differences Sensitivities Trust Building Integrity Control
Response Mechanisms Goals, Future Vision Relationships, Support Handling Ambiguity Use of Inquiry CoCreation Negotiations Ability Values Conflict Transformation Problem Solving Skills
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Appendix
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
TWELVE STANDARDS FOR BEST PRACTICE ALLIANCE ARCHITECTURE
1) Applicable: Does the principle have applicability to nearly all situations, regardless of industry or culture?
2) Actionable: Will the principle truly work in practice, or is it just nice theory?
3) Understandable: Can this principle be simply communicated to those involved?
4) Verifiable: Can we clearly observe the changes when the principle is put into place?
5) Measurable: Is there a method of measuring this principle's effectiveness in action?
6) Controllable: Will the principle enable more effective control of direction, intensity, speed, etc of the alliance?
7) Diagnosable: When there is a problem, can we see the problem clearly, do we have a way to recognize the misapplication of the principle?
8) Prescribable: If an element is missing, can the principle be injected into the system to cause a cure?
9) Replicable: Can we recreate a positive result, time and again?
10) Trainable: Can operational managers successfully acquire the skills and knowledge required for implementation?
11) Valuable: Is the principle really essential, or merely a superfluous nicety?
12) Predictable: Can we foresee, in advance, the positive or negative results?
During our assessment of Best Processes and Best Practices, we apply stringent standards to ensure the quality of the outcome.
Copyright 2002
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
Notes Martin Seligman: Learned Helplessness
– Internalizing the belief that what you do does not matter -- sapping one’s sense of control over one’s destiny
Victor Frankl: Losing hope - belief that one had not control over destiny, (implies one must have both belief and vision of destiny
Paul Stoltz: Adversity is Real, Victim-hood is Negotiable RPL:
– We’ve spent 3000 years perfecting ways to professionalize conflict• War -- War College, Destroyer School• Law -- legalized warfare (and we have the audacity to call it “justice”• Politics -- Adversarial
– Examples of Synergistic Competition• Mark McGuire & Sammy Sosa• Roger Maris & Mickey Mantle• Fred Astaire & Ginger Rogers• Roger Bannister & John Landry
Architecture of CooperationArchitecture of Cooperation
THE WARREN COMPANYCopyright 1998 Draft: Work in Progress
WHAT MAKES A G REAT SMALL B USINESS PARTNER
The Difficult Partner The Great PartnerLEADERSHIP Hierarchical, Command & Control
StyleVisionary, Coordinative,Champion Style
O RGANIZATIONAL
GOALS
Life Style Company (Sales of $1-2 million)
Build a Growing Company with15-30% annual growth
ENTREPRENERUIAL
S TYLE
Entrepreneurial Butterflyor Control Freak
Long-term Commitment/Visionfocus on Innovation & Co-Creation
R ESOURCES Lacks Resources -- Wants Cash,Rescuer, or Sugar Daddy
Lacks Resources -- Seeks Inno -vation , Complementary Skills
R ELATIONSHIPS Relationships are Transactional ,Tactical, Adversarial, Legalistic
Relationships are Synergistic,Trusting, Important to Success
THE FAMILY Familial Nepotism Family Augmented by Outsiders
C ONTROL S YSTEMS No/Poor or Obstructive Controls Fast Moving, No Bureaucracy
C ULTURE Cultural Differences Conflict Flexible/Adaptive to Differences
NEGOTIATING STYLE Adversarial, Vendor Mentality Synergistic, Open, Visionary
USE OF LAWYERS Controlling, Contract Driven Contract Supports BusinessIssues