Co-Creation Mindset: Eight Steps towards the Future of Work

Description

Co-creation is a major trend in management, yet no one seems to truly know what it is. With numerous examples and a Q&A section, this book explains exactly what co-creation is and how it differs from other forms of collaboration. To do so, it covers three main topics: innovation, trust and commitment. With regard to the first, co-creation creates a sense of psychological security by treating all participants as equals, the most important prerequisite for finding innovative solutions. In terms of trust, co-creation builds on individual strengths. People who believe in each other’s abilities trust each other. Lastly, co-creation allows people to arrive at win-win solutions, which is the foundation for taking personal ownership. The book is intended for executives, HR and organizational managers, and those responsible for corporate transformation who want to implement co-creation in a very concrete way, as well as anyone interested in co-creation in general. Preface Q & A Contents List of Figures List of Tables 1: Introduction 1.1 Being Connected with Each Other 1.2 Finding Solutions Together 1.3 Being Connected: Finding Solutions Together 1.4 Structure and Overview 2: Co-creation 2.1 Co-creation Versus Collaboration 2.2 The Co-creation Mindset 2.2.1 Dealing with Change 2.2.2 Connection as a Prerequisite 2.2.2.1 The Direct Connection from Person to Person 2.2.2.2 Connection Through a Common Goal 2.2.2.3 Connection Through the Common Process EXAMPLE 2.2.3 Emotional Experience 3: The Basic Assumptions of Co-creation 3.1 Co-creation Dimensions 3.1.1 The Co-creation Mindset 3.1.2 Values of Co-creation 3.1.3 The Principles of Co-creation 4: The Potentialum Organizational Model 4.1 The Levels and Self-Image of the Organization 4.2 Framework Conditions for an Organizational Model 4.2.1 Influence of the Macro Level 4.2.2 Influence of the Micro Level 4.2.3 Developing Organizations 5: Structure of the Potentialum Model 5.1 Constituents of the Potentialum Model 5.1.1 Fields of Action in the Potentialum Model 5.1.2 Actors in the Potentialum Model 5.1.3 Impact Factors in the Potentialum Model 5.1.4 Potentialum Analysis 5.1.5 Impact Factors and the Balanced Scorecard 5.1.6 The Tenth Factor: The Human Image EXAMPLE Untitled 6: The Co-creation Process 6.1 Phases and Process Steps in Co-creation 6.2 Description of the Four Phases of the Co-creation Process 6.2.1 Phase 1: Connecting 6.2.2 Phase 2: Understanding EXAMPLE 6.2.3 Phase 3: Deciding EXAMPLE 6.2.4 Phase 4: Implementing 6.3 Guest Contribution: Anke Bridge Haux-Credit Suisse 7: The Eight Steps of the Co-creation Process 7.1 Creating the Eight Steps of the Co-creation Process 7.1.1 ``Connect´´ 7.1.1.1 Personality Dynamics 7.1.1.2 The ``Connect´´ Attitude 7.1.1.3 ``Connect´´ in the Process 7.1.1.4 Setting the Goal 7.1.1.5 Topic, Goals, Sub-goals and Projects Example 7.1.1.6 Connection via the Goal Example 7.1.1.7 Connecting Contents 7.1.2 ``Discover´´ 7.1.3 ``Explore´´ 7.1.3.1 The Five Whys Method Example 7.1.3.2 The Fishbowl Method 7.1.4 ``Share´´ 7.1.4.1 The Hinge Function of ``Share´´ 7.1.4.2 Completion of the Understanding Phase Example 7.1.4.3 Maximum Five Options 7.1.5 ``Agree´´ 7.1.5.1 Fields of Action Example 7.1.5.2 Joint Decision 7.1.5.3 The Role of Leadership in Decision-Making 7.1.6 ``Create´´ 7.1.7 ``Do´´ 7.1.8 ``Connect´´ 7.1.9 Follow-up Co-creation Workshop 8: Transformation of the Organization 8.1 Space 8.2 Guest Commentary: René Massatti (PLAYROOM) 8.3 CREATE 8.4 Forms of Co-creation 8.4.1 1-Day Co-creation 8.4.2 CC 60 8.4.3 Remote Co-creation 8.4.4 Coaching Co-creation 8.4.5 Leadership Co-creation 8.5 Roles in Transformation 8.6 Employees and Corporate Culture 8.7 Guest Contribution: Schmid-Huberty, Beatrice-Matter, Utzinger (Swiss TPH) 9: Co-creation: The Role of Leadership and HR 9.1 The Role of Leadership 9.1.1 Leadership as an Individual Success Factor 9.1.2 Leadership as a Collective Success Factor 9.2 Role of the HR Department 9.3 Co-creation and Leadership Development 9.3.1 The Fundamental Role of Leadership Development 9.3.2 The Leadership Values of the Co-creation Mindset 9.3.3 Leadership Development Today 9.3.3.1 Eye-to-Eye Leadership 9.3.3.2 Eye-to-Eye Leadership Development and Leadership Example 9.3.4 The Contribution of Co-creation to Eye-to-Eye Leadership 10: Co-creation and Organizational Development 10.1 Co-creation and Types of Organizations 10.2 The Eight Stages of Organizational Development 10.2.1 Phase 1: With the Leadership Team, Recognise the Importance of Co-creation for the Organization 10.2.2 Phase 2: Let a Leadership Coalition Become the Promoter of Co-creation 10.2.3 Phase 3: Develop a Vision of Co-creation for the Organization 10.2.4 Phase 4: Communicate the Co-creation Vision to the Staff Example 10.2.5 Phase 5: Remove Obstacles to Co-creation 10.2.5.1 Interfaces in Organizations 10.2.5.2 Overcoming Silo Thinking Through Co-creation 10.2.5.3 What If the Interface Creates a Vacuum? 10.2.6 Phase 6: Set Short-Term Goals to Be Achieved in the Transformation 10.2.7 Phase 7: Consolidate Transformation Successes 10.2.8 Phase 8: Anchor Co-creation in Corporate Culture 10.2.8.1 Leadership (Processes and Structures) 10.2.8.2 Economic Independence Example 11: The Co-creation Coach and Process Facilitator 11.1 The Role and Attitude of the Co-creation Coach Example 11.1.1 Establish Connection Example 11.1.2 Goal Definition 11.1.2.1 First Round of Co-creation: Determining the Common Goal 11.1.2.2 Second Round of Co-creation: Bringing About Identification with the Goal 11.1.3 Formulations 11.1.4 Energy and Time Management 11.1.4.1 Distraction Through Examples 11.1.4.2 Dwelling Too Long in Discussions Summary Epilogue: Caught in the Dilemma Do You Know the Prisoner´s Dilemma? The Author References Index