Training program

An environment to further develop the practice of cooperative management

There are two main reasons why I decided to produce these YouTube videos. First, to make my vision of cooperative management (much) more accessible. But also to create an environment in which to further develop the practice of cooperative management…beyond theory.

Quoting Malcom Gladwell (The Tipping Point)…The tipping point is that magical moment when an idea, trend or social behavior crosses a threshold, tips over and spreads like wildfire. Returning to my thoughts on cooperative management, particularly in relation to the NCP, I believe it’s relevant to put forward the idea that the cooperative model is at this inflection point.

As I pursued my quest for this NCP, especially over the past 10 years, the (great) relevance of the cooperative mode of organization became apparent. My (many) readings on what I call emerging strategies led me to the observation that researchers were rediscovering, without ever referring to it, piece by piece, the foundations of the cooperative mode of organization. This observation, visible for each of these (4) strategies, is even more so when seen as a whole.  

This is certainly the case for Schwartz and his taxonomy of values, where the dominant profile, self-transcendence, strongly converges with the profile of values at the heart of the cooperative. The same is true of the theory of psychological ownership, both individual and collective, with cooperative purpose and principles strongly converging with the motives and itineraries required for the development of such a feeling. Also, for loyalty, beyond satisfaction, when fundamental needs (according to Maslow) such as security, justice and self-esteem, are key components at the heart of the dynamics and logic of cooperative action. Finally, the co-creation strategy calls on all the components at the heart of the cooperative distinction. The cooperative equilibrium model provides an appropriate framework for activating and optimizing implementation.

The pedagogical approach

Phase 1

1

For this training course, I envisage a group of no more than 15 people. I’d like to talk to each participant beforehand (45 to 60 minutes) about their background, expectations and challenges, as well as about the cooperative they work for. For this interview, I draw on Kirkpatrick’s model. This model, built on 4 levels, helps plan the approach to corporate training…ranging from (1, 2) expectations and learning objectives on knowledge, skills, attitudes, commitment, (3) but also on the impact of training on the adoption of new behaviors, (4) finally, on the impact of this training on the value proposition to members as well as on the performance of the cooperative.

Figure 1 – Kirkpatrick model

Very few companies take the planning as far as behaviours (15%) and expected impacts (8%). The aim of this preliminary interview is therefore to ensure that everyone plans their involvement in this course in such a way as to encompass the expected impacts on both behaviours and cooperative performance.

Phase 2

2

As for the program, the 7 videos available on YouTube are a prerequisite for participation in this training course. In doing so, all participants will gain an overview of the 3 key models on which my approach to cooperative management is based…

As everyone will have a basic knowledge of the key concepts, the focus of the sessions (10), lasting 1.30 hrs, will be mainly on case analysis and group discussion. For the most part, the cases discussed are taken from my book (9). Other cases will be added as needed to illustrate the different facets of the concepts and models. By way of example, I’m including the executive summary version of 2 cases (Weaver Street Market, Affinity Federated CU).

As the concepts and models covered overlap, it is difficult to use a single case to better appreciate the practical aspect of these concepts. Session 1 will therefore be devoted to familiarizing ourselves with all the cases so that we can refer to them to better understand the content and scope of the concepts and models.

Table of contents – program (10 sessions @ week)

  1. Cooperative cases…mastering context and data.
  2. Characteristics traits and cooperative equilibrium – Agropur case study.
  3. NCP and value congruence – Affinity, Educators, St-Roch, WSM cases.
  4. NCP and psychological ownership – cases Affinity, Agropur.
  5. NCP and loyalty – cases St-Roch, Affinity, Educators.
  6. NCP and co-creation – cases Educators, caisse solidaire.
  7. Cooperative equilibrium and business model – cases WSM, Vancity.
  8. Cooperative equilibrium and BSC – HEC coop.
  9. Malaise and identity crisis – CERA case study, Building Societies.
  10. Synthesis – from concepts to implementation and countering the effects of isomorphism (competitive and institutional).

    Phase 3

    3

    As I mentioned earlier, my whole approach, beyond training and the theoretical models I’ve developed, is to pursue the development of cooperative management…in practice.

    To this end, the Community of Practice method seems perfectly suited. What is a community of practice?

    A community of practice is a group of people … who share a concern, a set of problems or a passion for a subject, and who deepen their knowledge and expertise in this field by interacting on an ongoing basis. As a knowledge management (KM) tool, CoP is becoming increasingly popular. It creates a platform for questioning and exploring topics of interest. 

    The key to formal and informal knowledge transfer lies in the willingness and ability of individuals to share what they know and use what they learn. What unites participants is a common purpose and a real need to know what others know.

    It therefore seems to me highly relevant to set up such a community of practice, inviting participants to implement and share concepts, ideas, etc. discussed throughout the course.

    I therefore intend to launch such a community. Registered course participants will be invited. As I hope to give this course many times, the number of participants is bound to grow… The result will be greater practical expertise on cooperative management. From this knowledge it will be possible to write multiple cases on various practices. I invite managers interested in such collaboration to join me in writing cases on cooperative management.

     Figure 2 – communauté de pratique

    Daniel Côté

    Coop management

    Theory and Practice

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