The Cooplexity Model

How to get the most from high potential talents and teams

10 years of research

Specifically designed for decision-making in times of uncertainty and change. The model provides a framework for managing teams in situations of uncertainty and complexity.

1996 - 1997

November 1996: start up of Synergy project

November 1997: first dynamics and software trials

1998 - 2001

June 1998: first pilot seminar

Years 1999-2000: course consolidation

Year 2001: standardization of observed behaviours

2002- 2007

January 2002: the start of data gathering

January 2007: last seminar included

2008- 2009

July 2008: statistical analysis results

November 2009: publication of the model

Model Dynamic

Working levels

Individuals

Error Tolerance

When gathering information, if there are no possible references, this process is undertaken through exploration and learning.

Cooplexity refers to a Cooperation-Collaboration Model in Uncertainty and Complexity.

The model provides a framework for managing teams in conditions of uncertainty and complexity. Traditionally, decision-making and management are founded on order, stability and certainty. Managers are often not trained or accustomed to coping with unpredictable situations. The anxiety and bewilderment that comes with conditions of uncertainty and complexity are confusing and inhibiting. Having a model prepared for inducing changes in these situations is especially valuable in times of crisis.
Individual, group and organisational scopes are not something we can unbind from each other. The three start at the same point and the three are interlocked. Some policies are not independent of others; all should have consistency among themselves in a global manner.

Teams

Common Project

When individuals, groups and structures interact, long term commitment is built around an attractor that unites ideas and enthusiasm.

In uncertainty, it is riskier to stay still than to move in the wrong direction. Proactivity, initiative and experimentation will keep us in movement, investigating, advancing and adapting ourselves. Stability is reached using trial and error actions that permanently try to find an adequate internal configuration to the environment where one is.
Cohesion is by far the most important factor. Considered as a key variable by the majority of scholars of teamwork, it is a requirement so that the full collaboration can be achieved.
Self-coordination is the authentic artificer of efficiency. The promotion of self-coordination, or better said, the emergence of it, shifts the traditional approach to management. It shifts from actions and decisions focused on the group to actions and decisions focused on the context of the group. Creating adequate conditions to facilitate the emergence of self-coordination instead of forcing predetermined actions is fundamental to the model.

Organisations

Established Criteria

Empowering collaborators to make decisions through established mechanisms is necessary for the emergence of decentralised and spontaneous self-coordination.

The leadership model necessary to boost the three levels of the model implies Tolerance of Error for individuals, aligning goals around a Common Project for teams and a known Established Criteria at the organisational level.

In the end, the objective is to empower skilled and motivated collaborators to make decisions following the strategy. It means the emergence of decentralised and spontaneous, full collaboration.

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