Cooperation is a consequence of our doing something together. Often, it’s about achieving something collectively that we wouldn’t have been able to do on our own. And the cooperation this achievement involves requires the presence of two things.
The first is the will to compromise in the sense of acknowledging and accepting that this something can be done in another way.
The second is that I must mean and stand by what I say – which is the opposite of being false. Around these basic components we can create a number of activities that help to bring about greater cooperation: a shared vision, common values, reward systems for group results, communication training, conflict management rules, acknowledgement of cooperation to make everyone feel seen and appreciated, etc.
If I, as a manager, want more cooperative employees, the first question that I must ask myself, as usual, is: “What kind of transformation am I prepared to undergo myself?” I’ll never be able to create a relationship for cooperation if I stand outside it, but only if I’m involved in it. I must be prepared to cooperate on cooperation’s terms.
The transformation that you are willing to make is related to the questions: “How willing am I to compromise?” How willing am I to always mean what I say and stand by it?”
If you respond in the affirmative to the idea of cooperation, the next step is to start to be clearer in your dealings with the people around you. Clear about what you want and what you expect of them. This gives you all something to cooperate around and it becomes more than just an arbitrary, vague desire.