The course will be of help when there is a lack of trust, no sense of responsibility, everyone caring for themselves only, low efficiency, and apathetic relationship among employees, departments, customers and suppliers.
The course will use realistic and effective principles to instruct people how to consider cooperative relationship, handle problems in cooperation, implement effective strategy for cooperation, inspire the willingness of the other party for cooperation, jointly build up and maintain cooperative relationship, create maximum profit for both parties of cooperation.
Any professionals who need improve abilities of cooperation
Cooperation is a relationship, a mutual satisfying relationship that can solve problems with high efficiency. When people would not prevaricate, no longer put personal interests first, not maintain distance, and avoid engagement, cooperation would develop positively, with everyone trying best to assume responsibilities, taking care of others’ interests as well as their own interests. When efficiency is improved, everyone feels happier and more comfortable.
This relationship does not come out of nowhere, but is created by people in cooperation relationship through a dynamic process.
"Cooperation and Beyond TM" will guide people how to establish such a relationship. When you're not satisfied with the cooperative situation, grumble about your partners, "cooperation and beyond TM" tells you that this is normal, and that everything will change.
"Cooperation and Beyond TM" tell you why you need and can change the partners that make you desperate; what is holding you back and why it’s worthy of you to make the first move so as to make your counterparts change ;
"Cooperation and Beyond TM" will provide you with a complete set of ideas and techniques to help you push your counterparts to change in the desired direction, manage and eliminate the inevitable setbacks that would definitely arise in the process of cultivating ideal cooperative relationship, and move forward.
Everyone knows that one should have big-picture view, instead of engaging in silo-thinking. However, when it’s concerned with team interests, who is willing to concede? Leaders are anxious and talk about team work every day, but cooperation is nothing easy, especially when you have to work with someone difficult to work with.
Are there people like the following around you?
● no matter how you take care of their or their department's work, they would not support when you need their cooperation;
● they just care about their own interests or their department’s KPI, and would not concede, no matter how difficult it is for you;
● when anything happens, they just point out problems, but not solve problems at all, nor caring about how difficult it is for you to solve the problems;
● no matter what happens, they always count on leaders, and would raise the banner of process and regulations to pressure you into working for them;
● on client’s site, they would act obediently and agree with clients on whatever is required;
● They would agree with you on everything when they get in trouble and need your support, but they would resume their original style right after the crisis is solved.
● They would promise everything, but just have no real actions. They can not be relied on even when promise is committed.
Are you willing to cooperate with the above people?
To bypass them? Or avoid them unless you do have matters to deal with them?
Otherwise, set up a process and no one would expect any flexibility in the process?
Even if the work is slow, and result is not good enough, at least you have less to work with them? It's not My Company any way......
Avoidance is certainly not a good way, because everyone suffers from low efficiency, and hold a grudge against each other inside.
Don't be so pessimistic! Learn some principles and methods will allow you to "dance with the wolf", win wide support, and enjoy the benefits of cooperation.
In fact there are rules to follow for the construction of cooperative relationship, a little effort will help you expand cooperation foundation, inspire others to cooperate with you, and build up highly efficient, and mutually satisfying cooperative relationship around you.
"Cooperation and Beyond TM" will be one of the few training programs in market that can help you achieve these objectives.
Some professors and scholars who instructed USA government on foreign policy as well as arms race between America and Soviet Union, such as professor Axelrod in Political Science of Michigan University, Fisher, Carlile and Park, professors at Harvard Law School who take charge of negotiation projects in Harvard University, have consolidated their over ten years research conclusion on issues concerning cooperation and have the course of "Cooperation and Beyond TM" developed.
This training course aims to help you build up cooperation relationship with a wider range of people......
● Any professionals who need to cooperate with others and look forward to improving their cooperation abilities
● Any company employee whose business operation would be remarkably affected by the cooperation quality among employees
● Any professionals who often work on behalf of their company or team to do business with other departments
● Any professionals who are expected to have very strong abilities of cooperation, often co-ordinate with different departments, and lead projects
● The course is developed to be suitable for individuals as well as for teams. If cross-function teams will attend the course together, they will learn to develop their teams while learning, and achieve maximum learning effect
● To enhance confidence in cooperative prospect, enjoy more optismistic and pro-active mindset, be willing to purse more satisfying and more efficient cooperative relationship
● To be willing to accept more partners for cooperation and expand the scope of cooperation
● To understand that cooperation needs someone to take the first move, and be willing to start from themselves to promote cooperation
● To be able to change the current cooperative situation, to promote improvement of the cooperative replationship, to be good at managing the evolving process of cooperative relationship, overcome temporary difficulties during the evolving process, and continue to lead the progression of cooperative relationships towards desired goals.
I. Understand that cooperative relationships do not just happen without any efforts.
When facing conflicts in cooperation, most people just deal with immediate problems. However, there is something behind such problems. If trust is missing, your interpersonal relationships have then become defective, how can you really deal with the problems effectively? Even when people want to adjust relationships and ways to cooperative with others, most of them let their instinct get in the way and use destructive approaches (such as lodging complaints, going to the senior management, finger pointing and attacking) which worsen the relationships even further. While no one can live without cooperative relationships, few have received any training on how to get alone with other people.
● There is something hiding behind any issue. Day-to-day conflicts essentially reflect unhealthy relationships.
● You should learn to build quality business relations as well as fix specific issues.
● Good relationships don’t happen by chance. It takes a planned, strategic gradual initiative to build cooperative relations.
● Developing cooperation is an ongoing process that needs attention from the top management and the interaction across the entire organization.
II. Learn and recognize the 2 principles in developing cooperative relationships.
Principle I: Don’t give up; promote win-win situations.
● Cooperation is based on win-win solutions, but what if you can’t find an immediate win-win solution? What if the other side does not have win-win thinking when you do? How to help the other side think in your way?
Principle II: Be constructive unconditionally.
● How can get along with the other side when there is gross disagreement, much prejudice against each other, lack of compromise and inability to reach equally and mutually beneficial solutions? What is special about people who are good at developing cooperative relationships?
III. Learn and master the process of building cooperation actively.
Step I: Create cooperative relationships and inspire cooperation.
● Inspire your willingness to cooperate from inside: Who makes the first move? Why me?
● Inspire the other side to cooperate: How do I need them to cooperate? How to persuade them to make the first move together?
● What is inside my mind that has prevented me from cooperating with them? Why do I have few friends? Why do people often betray me and let me down?
Psychological problems in cooperation: The Trust & Risk Model If you are slow to trust others, it will be difficult for you to take initiatives; if you are apt to make moral judgments, your candidates for cooperation are bound to be few. If you are selective in choose partners but fail to analyze and prevent risks in cooperation with your trusted partners, you will invariably experience pains of repeated betrayals and deceptions. If you refuse to cooperate with any distrusted people, whether it is risky or not, you will certainly give up a lot of benefits.
Through a pre-training 360-degree feedback tool, this course will reveal how easily you trust people, analyze your tendencies in dealing with risks in cooperation and help you understand how your mental tendencies have prevented the cooperative relationships from being developed.
During the training, your colleagues will help you analyze how this tendency relates to actual behaviors in your life.
● What has prevented him from cooperating with me?
Lack of trust in me? Too many concerns? What can I do to increase his trust in me and reduce his concerns?
● Maintain cooperative relationships.
Agreeing to move forward together is just the beginning of cooperation. Any cooperative relationship will have its ups and downs. Am I “betrayed” by him? Should I approach him again? Should I reproach him? How to get him back into cooperation?
Step II: Gain cooperation by understanding the needs of the other side
● Develop the wish to understand the needs of the other side.
● Let the other side believe that you understand their needs.
● “Betrayals” actually reveals unmet needs.
● Communicate new measures for newly discovered needs.
● Gain commitment to the next new action.
● What has prevented you from understanding their needs?
If you have a strong ability to understand other people’s needs, you can certainly demonstrate appropriate behaviors that are most conducive to cooperation. If other people believe that you are willing to understand their needs, you can significantly increase the chance to influence them and receive their friendly responses.
Through a pre-training 360-degree feedback tool, this course will reveal whether people around you believe you can understand their needs, and help you become more effective in developing cooperative relationships. During the course of the training, your colleagues will help you analyze which behaviors of yours can make the other side feel you understand them particularly well.
In addition, understand a need that has not been met in the cooperative relationship through exercises and discussions; commit yourself and your partner to start from a particular action.
StepIII. Infuse confidence into the relationship in cooperation.
● How to make the other side confident in the relationship with you?
● How to maintain confidence in the relationship in face of difficulties?
● What characteristics of yours help increase or decrease people’s confidence in you?
People become confident in the cooperation by observing your behaviors. Through a pre-training 360-degree feedback tool, this course will reveal how confident people are in your behaviors and what specific behaviors of yours can be improved to significantly increase their confidence in cooperating with you. During the training, your colleague will help you analyze what you can do to gain more confidence.
IV. Gain organizational assurance.
People's confidence in cooperation comes ultimately from the assurance of the organization’s systems and procedures. Only teams, not individuals, are able to influence the organization. During the course, you will learn how to promote the consensus between you and other departments across the organization.
● You have the duty to urge your organization to implement your commitment to external stakeholders.
● You need to let all kinds of people to play their role in persuading the organization to accept your commitment to external stakeholders.
● You need to persuade your own organization as well as make it easier for the other side to gain support at their organizations.
In the classroom, the participants discuss themselves as well as cooperative relationship critical to them. During the training, the participants not only study cases, but also apply principles and strategies they have learned, communicate with parties they often need to cooperate with, and develop improvement plans at the end of the training. Back at work, they can take measures to improve themselves and their cooperative relationships. The participants will develop improvement plans from 2 perspectives.
● Personal improvements. They will define what improvements to make in order to develop and consolidate cooperative relationships with others based on their 360-degree feedback report.
● Mutual improvement. Cooperating partners will understand and give feedback to each other to enhance mutual acceptance; they will inspire cooperation, develop consultation and determine procedures of cooperation.
● Organizational improvements. By developing action plans, the participants commit to help their partners to gain buy-in for the consensus they have reached on any specific problem.
How the course will be conducted
Before training: provide professional online assessment, have every participant take 360-degree assessment and provide professional reports. Help participants to learn others’ perception about what they are like in cooperation, and know their features in cooperation and improvement areas.
During training: various training methods such as highly interactive activities, games, discussion, and role plays. If both cooperating partners join the training, analyze their actual cases for cooperation, so as to open their minds, lead the way to cooperation, and start discussion on specification and process of cooperation.
After Training: participants make action plan with a real partner in mind, and establish a successful cooperative relationship step by step with confidence.