Presenter: Ricardo Zamora

  • Cassini
  • Under all project there’s a team: committed, adjusted
  • A team is a small number of interdependent people that are spontaneously and naturally coordinated, with the motive of a common project, thanks to a feeling of membership, resulting from a determined level of cohesion, making decisions based on shared knowledge.+++
    • Size
    • Relation
    • Behavior
    • Self-coordination
    • Feeling of membership: group vs team
    • Capacity to make decisions from knowledge
  • Why teamworking?

    • Many agents
    • Interconnections
    • Interdependencies
    • Free will
    • Amount of possibilities
    • Blurred future scenarios (anxiety and blocking)
    • Diversity and talent
    • Commitment and alignment
    • Distributed capacity and self-coordination
    • Teamworking emergent behavior (natural and spontaneous)
  • Team work and team building
    • They come together
    • Team building – emotional side
    • Team work – rational side
  • Common errors on teamwork
    • Teamwork is not a universal solution, nor an end in itself
    • Collaboration is not always possible/needed.
      • Only necessary when we have interconnections and interdependencies.
    • Total parity is an element that limits performance.
      • If you are looking for equality you will find it, but that’s not performance.
      • It has to be in balance, but not equal: there should not be a big difference that one feel bad the other feels as a star.
    • Teamwork is not a single competence.
  • Cooperation in complexity

  • Different levels:
    • Networks’s level
    • Teams’ level
    • Individuals’ level
  • Context:
    • VUCA: volatility, uncertainty, complexity and ambiguity
    • TUNA: Turbulent, uncertainty, novelty and ambiguity
  1. Culture eats strategy for breakfast” //Peter Drucker
    • Changes run at exponential speed:
      • Number of changes
      • Impact of changes
      • Importance of changes
  2. Evolution prevents revolution
    • If the environment changes: we have to adapt & learn
    • Knowledge:
      • Available: just learn
      • Not available: experiment and learn
    • “The winter is coming”: if you cannot adapt you will disappear (e.g.: Kodak vs digital camera)
  3. We will win as team or die as individuals
  4. Structure influences behavior
    • E.g.: Taiwan lottery: each receipt gets a unique eight digit number stamped on it. On the 25th of every odd month they announce six winning numbers
  5. Communication facilitates interactions
    • Constructivism:
      • Humans make meaning with the interaction between their experiences and their ideas.
      • People sitting in a bar having conversation can lead to working together.
    • Communication – the human connections – is the key to personal and career success

The Cooplexity framework

  • Main KPI’s
    • Knowledge: To define and understand the project
      • “I must have the ability and the knowledge”
    • Participation: To commit the project
      • “I should want to do it and have the opportunity to do it”
      • How people are interacting: sharing ideas?
    • Feedback: To perceive the result of my contribution
      • “I am not an object but a subject, and it matters”
      • Can be used to stimulate people: align, give purpose
      • Feedback is always there (formal/informal), but one needs to be open/prepared


Cooplexity Team’s Model six steps

  • For cooperation and co-creation in complex systems
  • They should be steps, not jumps!
  1. Mastering: know how to do what to do
  2. Relating: connect to others
  3. Integrating:
    • The key element is the common project, the main thing to look for
    • Common values
    • We will always have conflicts: we are not to avoid rather to manage them
  4. Trusting:
    • Values – clear values
    • Neuroscience: limbic system - amygdala
  5. Respecting: accept others
    • Assertiveness: say anything without hurting others, but say it!
  6. Decentralizing: being a big boss is not good for a team (it’s good in crisis situations though)
    • Share leadership!
    • Criteria: which direction

Step

Mastering

Relating

Integrating

Trusting

Respecting

Decentralizing

Level

Individual

Individual

Team

Team

Organization

Organization

Task

Defining

Defining

Committing

Committing

Distributing

Distributing

Lever

Error tolerance

Be in tune

Common project

Values

Diversity acceptance

Criteria

Competencies

Proactiveness,

Systemic thinking

Social flexibility,

Emotional Sensitivity

Teamwork involvement,

Conflict manager

Independent thinking,

Honesty and ethics

Assertiveness,

Interpersonal sensitivity

Co-leadership,

Agility

Teamwork Competence Inventory

Defining

Committing

Distributing

1. Proactiveness (A)

Takes initiative & calculated risks.

2. Systemic Thinking (R)

Sees overarching trends.

3. Social Flexibility (A)

Tendency to adjust the behavior to fit in socially.

4. Emotional Sensitivity (R)

Awareness of the emotions of others. Empathy

5. Teamwork involvement (A)

High individual commitment and contribution

6. Conflict Management (R)

Capacity to manage emerging conflicts avoiding confrontations.

7. Independent Thinking (A)

Capable of generating, divergent and innovative thinking.

8. Honesty and Ethics (R)

Action that engender a sense of integrity and trustworthiness.

9. Assertiveness (A)

Ability to express feelings, opinions and thoughts, in an adequate manner.

10. Interpersonal Sensitivity (R)

Truly accepts and respects opinions and motivations of others.

11. Co-leadership (A)

Shares and synchronizes leadership evenly across team.

12. Agility (R)

Flexible, diverse, responsive working style

(A)ctive/(R)eflective


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