Architecture of Cooperation Architecture of Cooperation T HE W ARREN C OMPANY Copyright 1998 Draft: Work in Progress The Basic Constructs in the Architecture

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



Basic Frameworks

Part One -- The IndividualPart Two -- RelationshipsPart Three -- Teamwork & CommunityPart Four -- ApplicationPart Five -- Measuring your Cooperative Quotient



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



Part One -- The Individual

Choice of RealityTrust & Integrity



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


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



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




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




— 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?




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




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

_ &+



— 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




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 Two -- Relationships

Negotiations StrategiesChampion of Your LifeCo-CreationBreakdownsSynergy of Compatible DifferencesControl Issues

Roles and Personal Commitment to

Others



Negotiations

Conflict or CoExistence or CooperationFocus on Past or Present or FutureWin-Lose or Win-Win or Synergy




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




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



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



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



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.



Forgiveness Trust

Create New Future

Forget the Past



Caught in the Loop

Uncertainty

DoubtDistrust

Control

Fear



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



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




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




Shifting the Perspective




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



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



Breakdowns

Breakdowns are an Opportunity to either– BLAME, ARGUE, FIGHT

– BREAK AWAY

– CREATE A BREAKTHROUGH



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



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



Control Issues

– Positive Control• Communications

• Cooperative Control

• Coordination

• Commitment

• Common Vision

– Negative Control• Fear

• Uncertainty

• Distrust

• Greed

• Ego


Linkage between Positive Control and Positive Response to Adversity



Part Three -- Teamwork & Community

Family, Teams, and CommunityThree Dimensional FitManaging Differences, Interfaces, and CulturesHandling Ambiguity & UncertaintyAdapting to ChangeGovernanceCapability Building



Family, Teams, & Hierarchy

Monolithic HierarchiesCompeting HierarchiesAlliancesNetworks



FutureFit Teamwork

Fit



Part Four -- Application

– Strategies

– Guiding Principles

– Covenants

– Masteries & Competencies

– Success Factors

– Frameworks, Processes, Methodologies



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



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



Appendix



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



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



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

Documents

Architecture of Cooperation Architecture of Cooperation T HE W ARREN C OMPANY Copyright 1998 Draft: Work in Progress The Basic Constructs in the Architecture