Saturday, July 23, 2005

A different approach to the Relationship Value Model

Elizebeth Albrycht's Blog alerted me to the recently released a report called Toward a New Literacy of Cooperation in Business (pdf download).


It's authors, Andrea Saveri, Howard Rheingold, Alex Soojung-Kim Pang, and Kathi Vian, must have been looking over my shoulder as I worked out the Relationship Value Model.

They write (and I comment):

Connective and pervasive technologies are enabling new forms of human and machine interactions (networks) and relationships; they will present business institutions with a host of new possibilities for organizing people, processes, relationships and knowledge (wealth creation). These forces will accelerate a shift in business strategy from solving concrete business problems to managing complex business dilemmas, which in turn will require a broader set of strategic tools (The Relationship Value Model) and concepts than are provided by competitive models. (1)

Elizabeth summarises findings in the paper:

The authors organize their information by what they are calling "lenses", which enable them to address what the major insights on cooperation are from various disciplines. These seven lenses are:

1. Synchrony (cognitive convergence)

2. Symbiosis (tokens and values)

3. Group Selection (material tokens that explicate an organisation)

4. Catalysis (common values for a range of tokens)

5. Commons (networks)

6. Collective Action (identified among tokens held in common by social organisations)

  1. Collective Intelligence (networks of social organisations – such as a business holding tokens and values in common)

Uncanny really!