Side thinking of Collaboration

1. Collaboration

2. Values of Collaboration
MAKE A
DIFFERENCE
TRUST
WORTHY
By Collaboration, We Breakthrough
Don’t allow INERTIA to cause a system’s constraint

3. Learning
A process of searching for and integrating new
information to make sense out of disorientation
Peter Senge writes:
Through learning we recreate ourselves
Through learning we become able to do something we never
were able to do
Through learning we re-perceive the world and our
relationship to it
Through learning we extend our capacity to create, to be
part of the generative process of life
Collaboration: learning from each

4. Too simple, sometimes naive
Is there any common interest?
Probably yes but who gets more? Why?
Why should I co-operate with you?
Why should I listen to you?
What is the basis?
Am I helping you for your own sake?
Why should I believe you?

5. Reciprocity
Do you believe it?
Do you see the value of trust?
Are your peers department trustworthy?
Are you trustworthy?
Are you willing to give first and take later? Or
the reversal?
Do you hesitate to reveal your under-
performance if it happens
Is there trust among

6. Community
Are you solely relying on others without
any service provision?
Are you solely services provider without
any need to take service from others?
Is there any fair & voluntary (social)
exchange within your organization?
Are all peers department equal and
fairly treated?
What should be the norm of your

7. The Nature of Hate
Consists of emotions and cognitions
Cognitions may include devaluation and the
perception of a threat
Being evoked just for reason of lust and
ambition
Appears as a response to a threat against
oneself or another person
Disappear when the threat is removed

8. People behave in a harmful way toward
others, there needs to be some moral
disengagement that helps to make their
actions respectable and helps to reduce
their personal responsibility for it
Re-define the morality of their acts
Allport: Whatever is sensed as a threat is hated

9. Lying
It is easy to tell a lie but hard to tell only
one.
The first lie must be thatched with
another or it will rain through
More and more lies may come to be
needed
The liar always has more mending to do
As lies spread, trust is damaged

10. T IP : CA B d
Institutionalization to the
rives us
destination
What to sediment to the members of
organization?
What to eliminate from the mindset of the
members?
Is check-and-balance (CAB) good? Any
value if we generalize it to the
organization culture?

11. Who should be responsible?
The owner? DON‘T TELL IT
SHOW
Senior Management? IT!
Middle Management?
The staff?
Or the HR?
Nobody is as smart as everybody

12. An example to examine in Supply Chain
Customer Demand/Forecast
Master Production Schedule
Material Requirement
Planning
Production Schedule

13. Who should take the lead?
1. The man who wants to
stand out (the influencer)
2
3
2. His sphere of influence
(subordinates)
3. The radiated (testing the
behavior and taking the
1
4
benefit)
4. People influenced by other
with vicarious experience
5
5. Acculturated and norms
formed, which in turn
restrict (1)
But how the lose should be