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.
Author(s): Georg Michalik
Series: Management for Professionals
Publisher: Springer
Year: 2023
Language: English
Pages: 234
City: Cham
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
