COOPLEXITY INSTITUTELeader in collaboration

COOPLEXITYThe 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

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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 levelComplexity

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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

IndividualsCOGNITION

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

IndividualsCOGNITION

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)

(Experiential Learning)

(Common project)

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Cooplexity model summary

DIMENSION LEVELS CATALYSTS FACTORS ACTIONSIndividuals Cognition Experiential

LearningProactivity towards results

Data gatheringDecision-makingControl of objectives

Proactivity towards relations

InteractionInterchangeRelation

Teams Cohesion Common project Group integration

CooperationNormalizationImplication

Trust generation EqualityGenerosity

Systems Self-Coordination

Connectivity Equal relationship

Mutual considerationRespect

Criteria for action

Definition of criteriaUnification of criteriaAlternative criteria

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Possible collaborative levels

COALITION

COOPERATION

“FULL” COLLABO

RATION

Collaboration

It benefits everyone and harms nobody.Common interests: Agreement is the key

It benefits some and does not harm anyoneParallel interest: Compensation is the key (win to win level)

It benefits some and harms othersComplementary 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

TeamConsciousness

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 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

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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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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

5January 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 INSTITUTEPrama House

267 Banbury RoadOxford OX2 7HT

T. +44 (0) 203 026 5376

www.cooplexity.com

COOPLEXITY INSTITUTE:Leader in collaboration

Experience the advantage of full collaboration