Co-Think is based on several areas of established thought and practice, including Relationship Systems Intelligence (RSI), systems theory, complex problem solving, inclusive leadership, process improvement, design thinking, and project management.

Relationship Systems Intelligence (RSI)

RSI, established by CRR Global’s Faith Fuller and Marita Fridjhon, asks individuals to be aware of and focus on the system they are a part of, so they can understand their relationship to the system itself and understand how to interact with all aspects of that system. RSI asks us to consider the following principles:

• Every system has a unique identity.
• Every voice in a system is valuable.
• Systems are a source of knowledge, creativity, and solutions.
• Systems rely on specific roles being filled to function.
• Systems are in a constant state of change.
• Intentional atmosphere creation and nurturing is essential.
• Curiosity and listening to learn are critical for systems to function effectively.

Systems Theory

Systems theory suggests that separate, yet interdependent entities can come together via a common identity or purpose. Systems therefore have the following characteristics:

• Know who is considered “in” the system and “out” of the system and when they become either.
• Consist of a series of smaller, or nested, systems that can increase the level of complexity of that larger system, depending on the number of those nested systems.
• Contain overlap between nested systems that can cause inclusion or exclusion, issues of rank, and even competition among members of that larger system.
• Requires issues and problems to be examined from more than just an individual perspective – a holistic approach, which can prevent looping problems.
• Allows space for unpopular or marginalized positions to be shared and makes it possible to focus on contribution rather than blame.
• Uncovers simplicity within complex problems to help with solution generation.

Complex Problem Solving

Scholars, such as Dr. Peter T. Coleman, suggest that complex problems cannot be fixed through traditional mechanical and isolated means. These “cloud” problems require a multi-faceted, multiple perspective approach – in other words – a systems approach. Coleman suggests a specific systems approach to complex problem solving, which includes the following:

• Reset – This involves assuming good intent, setting positive intention at the start, reframing the problem in a positive way, and being thoughtful about time and place.
• Bolster – This asks the team to seek shared goals, appeal to common values, and uncover and support what may already be working.
• Break – This involves identifying forces against change, creating awareness of possible alternatives, and addressing a lack of trust that may exist.
• Complicate – This asks team members to acknowledge personal contradictions, learn from one another, and embrace the complexity of a problem by mapping it together.
• Move – This aspect incorporates the theory that actual physical movement together and collective project work can create a mental momentum for a team to solve a problem.
• Adapt – This suggests that experimentation is the key to it all. Teams must be mentally ready to fail, adapt, and try again.

Inclusive Leadership

The Center for Creative Leadership highlights several elements of a true inclusive leader, including the following abilities to:

• Deepen self-awareness
• Foster social awareness
• Create connections
• Make a meaningful impact
• Lead with courageous vulnerability
• Invest resources in inclusion

Process Improvement

Process improvement requires a desire for continuous improvement and respect for the people involved. It is steeped in experimentation, value creation, and team empowerment with a goal to reduce waste and increase the speed of delivery. Teams must know individual motivators and be able to apply solutions in a personalized way, so that members of the team feel seen, respected, appreciated, and able to make an impact. Teams expect to be provided with vision, consensus, skills, incentives, resources, and action plans in order to be successful at implementing changes.

Design Thinking

Design thinking is a problem solving approach that puts the customer at the center of the design process. It is iterative in nature and includes regular and consistent check-ins, prototype testing, and customer involvement and feedback. It is successful when it involves every member of a team that has an impact on the customer in some way and is impacted by team decision-making in some way.

Project Management

According to the PMBOK Guide Seventh Edition, effective project management requires project managers and teams to: 

• Be a diligent, respectful, and caring steward.

• Create a collaborative project team environment.

• Effectively engage with stakeholders.

• Focus on value.

• Recognize, evaluate, and respond to system interactions.

• Demonstrate leadership behaviors.

• Tailor based on context.

• Build quality into processes and deliverables

• Navigate complexity.

• Optimize risk responses.

• Embrace adaptability and resiliency.

• Enable change to achieve the envisioned future state.

Co-Think weaves these principles and practices together to provide a strong foundation for team culture, critical thinking, and collaborative problem solving.