Success factor: Co-creation

Co-creation is about synergy between interdependent professionals. It is a high performance way of collaboration, based on presence, agility and a seamless flow of ideas, information and activities.

The success strategy: Work together, be powerful and smart. We inspire each other and we proactively align towards achieving sustainable results. We can discuss this factor using the following success markers: Who knows what, Proactive alignment, Seamless flow, Inspire each other and Improve together

Who knows what
We are well aware of the knowledge and experience of others

33% of all team members are aware of the knowledge and experience of others. This awareness enables group intelligence and the ability to solve challenging problems. Especially in multidisciplinairy teams this awareness is important and results from high quality interaction, communication and team learning.


Individual improvement

Focus on people, purpose and overall goals. Establish an overview of the required expertise and your taks at hand.

These questions might trigger your awareness:

  • What is familiar for me and links to what I know?
  • What is new?
  • What knowledge or experience do I need?
Team improvement
  • Start with a common goal or problem;
  • Establish the required reference knowledge for faster, better and more sustainable results;
  • Ask others ” what is your field of knowledge’, ‘what is your specific expertise within the frame of this common goal or problem?;
  • Visualisz and discuss the available expertise  (who knows what).
Other interventions
  • Make sure to have the right person for the job

Use techniques for:

  • Appreciative inquiry
  • Creative thinking


Proactive alignment
We proactively align our actions towards a comprehensive outcome
vooraf afstemmen

A survey among 500 + professionals shows that we are mostly dissatisfied (45% neutral, 38% dissatisfied) about well-timed and coherent alignment of activities.  This lack of alignment costs extra energy (switching between tasks, starting up again) and blocks the flow of activities. In many cases the cause of poor alignment is a poor collectieve context or insufficient quality of communication.


Individual improvement

Start with a proactive attitude. Use forward thinking to find actions or issues that interrelate with others. 

Ask yourself:

  • What is our specific plan of action and how do I fit in?
  • What will probably happen in case of misalignment?
  • How could I approach this in a smart way?
Team improvement
  • Work together to achieve a shared vision of deliverables, approach and interdependencies of systems, activities and roles.
  • Trigger attention to the bigger picture by asking dependency questions, e.g.: who will be effected in case you do not deliver with the right quality?
  • Create a team focus on the work- and information sequence to visualise an optimal flow.
Other interventions
  • Scale activities (not to big, not to small) for optimal flow
  • Make sure everybody is aware of  the individual task and role
  • Find the ritme and timing of interrelated activities

Apply methods for:

  • Setting up a product- or workflow diagram
  • Visualising dependencies


Seamless flow
We experience a seamless flow of activities
flow van activitieiten

Research shows that one of the biggest dissatisfiers in teamwork is the lack of a natural workflow. Waiting for others, who seem not to be able to complete their actions, reduces the task cohesion as well as the social cohesion in a group. It is mainly caused by an insufficient shared context or poor communication.


Individual improvement

Balance, focus and alignment foster the experience a flow state. Balance is a personal feeling that arises from determination, setting the right priorities and a certain rhythm and regularity in the way we work and rest.

Awareness questions:

  • What do I really need to work in a natrual flow?
  • What do I feel is important and urgent?
  • What do I need to align in order to get sustainable results?
Team improvement
  • Before starting up activities check a common frame of reference on deliverables, approach en dependencies
  • Increase the group competence to focus on the bigger picture and specific dependencies between team members
  • Focus on a logical and seamless flow of activities and information


Other interventions
  • Proper scaling of deliverables, workpackages and tasks
  • Clear responsibilities for everyone
  • Focus on overall planning and flow

Use methods for 

  • Setting up a product- or workflow diagram
  • Visualizing dependencies
Inspire each other
We inspire each other
elkaar inspireren

Reseach shows that opinions are devided ((27% unsatisfied, 28% satisfied). It is heavily depending on the context (type of work, social cohesion, culture) whether a high level of interaction and inspiration is a driving factor for successful outcomes. On the other hand however the lack of inspiration is the major cause of a communication shut down that triggers the break down of the social cohesion in the group.


Individual improvement

Inspiration is the result of enjoying the work and having a sense of contributing to others. Being aware of your own purpose or experience sparks inspiration.

Awareness questions:

  • What is important for me?
  • What do I enjoy doing?
  • What or who energizes me?
Team improvement

Foster openness in the team and spent sufficient time together in order to create a deeper level of understanding.

Create a culture of respect, appreciation and feedback.

Find answers to simple questions: What inspired you during our meeting? What energizes us?

Celebrate the ‘small achievements’ and appreciate the contribution of other team members.


Other interventions

Focus on purpose and contribution:

  • Why are we doing this?
  • For who are we doing this?
  • What does it lead to when looking at the bigger picture? 


Improve together
We easily team up with others to improve our personal work
Samen willen verbeteren

Survey results show that improving together is not the highest priority at work (31% satisfied, 45% neutral, 24% unsatisfied). Not everybody has a personal drive to improve in a team setting, but if the setting is right, this might stimulate the behaviour.  High performing teams need professionals that are inspired by collective improvement to cope with the challenges ahead. 


Individual improvement

Most people find it easy to accept feedback for improvement when received within the context of a proper relationship and common goal.

An active attitude stimulates this context. You could ask yourself:

  • What do I need to ask for feedback? (Instead of waiting for it)
  • What went well and what could be improved next time?

Ask others for feedforward (what do you feel I could improve in the future?)


Team improvement

Every team member has a unique way of working. Give feedback, find new ways and share expectations.

  • Express expectations
  • Align expectations
  • Create a common frame of understanding
  • Give feedback when expectations are met or not
  • Re-align


Other interventions

Use the closing of a meeting to learn together and find small improvements for the next meeting or conversation.

Set up reflection-meetings with others (customers, experts).