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
   • https://www.youtube.com/watch?v=CS0GkCfljqk
   • Commitment and trust
     • Interest  is something what pushes us to competition
     • Value is what brings us to cooperation
4. Structure influences behavior
   • E.g.: Taiwan lottery: each receipt gets a unique eight digit number stamped on it. On the 25^th 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

Teamwork Competence Inventory

(A)ctive/(R)eflective