The Rafael del Pino Foundation, -ICXCI-Innovation Center for Collaborative Intelligence and Dontknow organised on 15 December 2016, the "II Conference on Collaborative Intelligence: New Teamwork and New Leadership".
The exponential changes we are experiencing, together with digitalisation, globalisation and the complexity of challenges, make smart collaboration more necessary than ever in society, organisations and companies. But collaboration is not automatic. This conference analyses the keys to collaborative intelligence, identifies obstacles and provides specific knowledge and methodologies to implement it.
The event took place according to the following programme:
9:30- 9:40 Welcome
Vicente Montes, Director Rafael del Pino Foundation
9:40- 10:00 Collaborative intelligence. Key to overcoming challenges
Rafael Mira, Promoter of the Innovation Center for Collaborative Intelligence (ICXCI)
10: 00- 10:40 Understanding the human being
Enrique Baca, psychiatrist and Chairman of the Dontknow Corporate School's Scientific Ethical Committee
10:40 – 10:50 Collaboratorium and orderly conversation
Leticia Soberón, psychologist, PhD in communication, co-founder of Collaboratorium and the Secretariat for Communication of the Holy See.
11:20-13:00 Collaborative Intelligence Lab
- Amalio Rey, Director of eMOTools, expert in collective intelligence and R&D&I marketing.
- Alberto Andreu, Founder Aligning Thru, Associate Professor University of Navarra
13:00- 13:10 Collaborative intelligence solutions for organisations. Case studies.
13:10-13:40 Collaborative Intelligence in companies Reinventing strategy. ATK Improving human resources management. Carlos Beldarrain, Director of Innovation and Digital Transformation at Minsait Reinventing teamwork. Sebastián Mora, Caritas Secretary General
13:40: Closure
Rafael Mira, Promoter of the Innovation Center for Collaborative Intelligence (ICXCI)
The Rafael del Pino Foundation hosts the Spain Global Impact Challenge in Madrid on 14 December 2016. DS
The Rafael del Pino Foundation hosts the Spain Global Impact Challenge in Madrid on 14 December 2016. DS
The Rafael del Pino Foundation hosts the Spain Global Impact Challenge in Madrid on 14 December 2016. DS
The Rafael del Pino Foundation hosts the Spain Global Impact Challenge in Madrid on 14 December 2016. DS
The Rafael del Pino Foundation hosts the Spain Global Impact Challenge in Madrid on 14 December 2016. DS
Summary:
On 15 December 2016, the "II Conference on Collaborative Intelligence: New Teamwork and New Leadership" was held, organised by the Rafael del Pino Foundation, ICXCI-Innovation Center for Collaborative Intelligence and Dontknow. The event began with a speech by Rafael Mira, promoter of the Innovation Center for Collaborative Intelligence (ICXCI), who highlighted the importance of collaborative intelligence in adapting to a changing world, in which business models and organisational cultures are changing at great speed. Collaborative intelligence has two major challenges. The first is how to improve the way we talk to each other, which implies the need to increase people's humanistic or generalist knowledge. In other words, it is about going beyond the training of specialists. The second is the digital revolution, which is changing everything. The average life of S&P companies has gone from 60 years to 18. The life of a product has been reduced from 20 years to 20 months. The 40% of today's companies will be gone in 10 years. One third of the economy is at zero profit and a second third has about 5 years left. It is increasingly difficult to understand where the world is going, because of disruptive technologies, which are changing everything, and because we are not able to understand customers because we don't even understand ourselves. We used to know who our competitor was; now we don't know where they are coming from. We need to transform ourselves because it is impossible for one or two leaders alone to find the way. Instead, we need to involve many more people, that is, the broader leadership teams, the rest of the organisation and people outside the company. The intelligence of an organisation no longer depends on individual talent, but on the interaction between people. And collaborative intelligence is a much more orderly, productive and stimulating interaction between a group of people around a challenge. Digital technologies, in this sense, are essential, as is greater generalist-humanist knowledge, which is a scarce resource in our society. And to improve this knowledge, the first thing to do is to understand the person. <strong>Understanding the human being Enrique Baca, Professor of Psychiatry and Chairman of the Dontknow Corporate School's Scientific Ethical Committee</strong> To understand the human being it is necessary to take into account how the human phenomenon occurs and to understand why it occurs. That why is much more in the world of the meaning of things. The human being is the confluence of genetics and environment, which modulates the genetic. The human being is also a narrative, written by ourselves, of what we have developed from what has been given to us. In this there is a personal action because the redirection of behaviour is possible thanks to the plasticity of the brain. The givens are the conditions for normal sensory and motor development of the brain. It is the basis for a normal development of cognitive processes as well as for the style of emotional functioning. How can we understand the brain? There is a mythification of this organ, but the truth is that we know a lot about how the brain works, but very little about why, because (1) it is not an isolated organ, but part of the body, (2) it is a plastic structure, (3) the complex brain-mind relationship cannot be simplified, (4) the mind is not a mechanical product of the brain, and (5) the mind is impossible without a brain substrate. Cognition, in turn, is the basis of intelligence, knowledge and memory. It is what enables us to understand. But, also, all cognition presupposes a feeling. Temperament, on the other hand, is an emotional style of response. It has a certain plastic behaviour and is therefore modifiable to a certain extent. It is stable, but not unalterable, and is influenced by the need to cut harm, by curiosity, by the need for reward and by persistence in behaviour. From the above, there are three fundamental points that define the human being: identity, basic security and locus of control (thinking that what happens to us depends on what we have done or what others do). Human beings function with cognition, affectivity and motivation. Motivations can occur apart from others, and are desire and power, or in relation to others, and are empathy, dependence and utilisation. Why do we need to understand the human being? Because man can only live in an organised situation. The human relationship is indispensable for one's own humanisation. <strong>Collaboratorium and the ordered conversation Leticia Soberón, psychologist, PhD in communication, co-founder of Collaboratorium and Secretariat for Communication of the Holy See</strong> Important conversations are at the heart of change in societies. Groups are built through communication and communication shapes the way they are formed. Fractional communication creates independent units and the consequence is that these units develop their own languages. All-to-all communication generates chaos and makes decision-making difficult. That is why, when we face challenges, we need to organise communication. We can do this with the digital world, but it has to be done around very specific challenges. Our proposed platform - Collaboratorium - involves gathering what is in people's heads. It allows complex discussions to take place and facilitates collaborative and executive leadership, without weakening the power of the leader. <strong>Obstacles to collaboration <strong>Alberto Andreu, founder of Aligning Thru and associate professor of the University of Navarra</strong></strong> Why is everything so difficult, why is it difficult to execute a decision, why is it not implemented if there is a need? These problems have a lot to do with the macro-structures of organisations, because company cultures are the way they are. These structures are not part of the game, they are the game itself. To determine the origin of the obstacles to the execution of decisions, four elements must be taken into account: the formal structure of the organisations, the informal structure, the people and the technology that makes it possible to manage the organisation. With regard to the formal structure, it is necessary to analyse at what levels decisions are made, whether responsibilities are clear and whether collaboration is encouraged. With regard to the informal structure, it is necessary to find out whether there is a parallel structure that is a de facto organisation, whether this structure can become a client network, who is the most important person and why it is used. On people, ask whether the organisation tends to push out what is new and different and whether people ask themselves whether what is good for the company is also good for them. With regard to technology, it is necessary to analyse whether the organisation has technology applied to management, whether it has a multi-channel strategy and whether the internal systems allow for transversal management. To overcome these obstacles, it is worth looking at the GAFAnomics companies (Google, Apple, Facebook and Amazon), what they do and how they do it. Their success is due to the fact that they have become platforms and have a direct relationship with the individual. From there, it is necessary to ask where a company is today, if it knows where it is going and if there is clarity in the power structure, since the macro-structure prevents it from working horizontally. What needs to be done? We need to understand where we are going and who decides. We need to know what needs to be shared. We must ensure that change is not scary, that it is cheap. That what you do 'turns people on'. That the company is on the mobile. <strong>Case studies</strong> <strong>Sebastián Mora, Caritas Secretary General</strong> Caritas has four characteristics as an organisation. The first is that it is an organisation that is very dispersed throughout the territory and has a communication deficit. We have 84,000 volunteers and 7,000 contracted staff working in 9,000 parishes, and we are an organisation that is very well prepared to listen to the heartbeat of the street. But we have a deficit in listening to ourselves. Secondly, Caritas is a very value-centred organisation. We work with a very high degree of affectivity, which has a high motivating but also distorting power. Our structure, thirdly, is the result of a time when social intervention was departmentalised and Caritas had to adapt to this. The result is that we are a very vertical organisation that tends to stagnate when trying to work through transversal groups. Finally, we looked at how to introduce people from within the organisation to issues that they do not work with but where they have a lot to contribute. From these characteristics, Caritas has achieved several key successes. It has achieved greater commitment and greater co-responsibility of people in the design of the house. It has achieved a mechanism of greater objectification of decisions, without excluding emotionality, in which all people have the same value. People have discovered that there is richness in transversal processes. The level of argumentation that we are learning is also being presented and applied in meetings. And a very good cost-efficiency ratio has been achieved. The problem is having the capacity to make this an instrument and not an end in itself. <strong>Jaime González, AT Kearney</strong> We looked at how we apply collaborative intelligence to ourselves, and then to our clients. Our starting point was the aspiration to become the best AT Kearney office in the world. From there we identified our challenge: to spend a lot of time developing ideas on how to help our clients and how to help develop our teams. We worked on those challenges for six weeks. Sitting down together was a challenge in itself, due to travel and egos, but that schedule forced us to make a decision every four days. Out of the challenge came some very powerful support to support transformation and change management programmes.
The Rafael del Pino Foundation is not responsible for the comments, opinions or statements made by the people who participate in its activities and which are expressed as a result of their inalienable right to freedom of expression and under their sole responsibility. The contents included in the summary of this conference, written for the Rafael del Pino Foundation by Professor Emilio González, are the result of the debates held at the meeting held for this purpose at the Foundation and are the responsibility of the authors.
The Rafael del Pino Foundation is not responsible for any comments, opinions or statements made by third parties. In this respect, the FRP is not obliged to monitor the views expressed by such third parties who participate in its activities and which are expressed as a result of their inalienable right to freedom of expression and under their own responsibility. The contents included in the summary of this conference, written for the Rafael del Pino Foundation by Professor Emilio J. González, are the result of the discussions that took place during the conference organised for this purpose at the Foundation and are the sole responsibility of its authors.
