Organizational Cooperation.
Organizational Cooperation
Cooperation skills are considered one of the most significant key qualifications in our society today. This applies to both individuals and organizations. The complexity of current challenges in a differentiated economic reality against the backdrop of massive ecological and social upheavals forces organizations to collaborate.
Organizations have transformed into incompatible fortresses due to digitalization. They have developed organizational structures and processes, and many successful organizations follow a structured decision-making approach, ensuring agreement on criteria, facts, alternatives, commitment, and closure. The problem is that many of these structures lead to isolation and hinder exchange between organizations, especially in innovation and transformation projects.
Processes and tools for joint communication, data sharing, analysis, and idea development are lacking at the project level. It becomes even more challenging when it comes to identity issues and decision-making processes. The focus is not on developing common processes but rather on emphasizing decision points, the involved personnel, and the availability of relevant information for decisions.
New Tasks in Process Design
The central problem often lies in process modeling of the current state and emphasizing individual process steps and their chronological sequence. Therefore, classical process modeling tools, despite high effort and detailed visualization, do not provide sufficient benefit. We work with our partners and clients on a decision-oriented process modeling tool that explicitly focuses on decision points instead of process activities. This tool enables companies to capture, analyze, and improve their business processes using a simple, intuitive graphical interface. This facilitates information processing and ensures an easy and transparent decision-making process in companies, streamlining processes, improving quality, and optimizing communication and collaboration among participants.
R3ason aims to set new impulses in this area to support alliances and networks that want to tackle identified goals and challenges together. We address the negative effects of non-transparent decision-making, such as ineffective communication, lack of accountability, and poor employee retention, to enable new impulses and approaches.
Initial approaches include the use of AI-supported systems that help manage the complexity of cooperative projects and make decisions more transparent for all involved. Specifically, we use knowledge graph technology in combination with large language models to support the identification of contradictions, confirmations, and the development of consensus-capable ideas.