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The Collaboration Concept
(Featuring “The Collaboration Deception” gamified simulation)


How to build a collaborative culture in a competitive environment.

  • A powerful game-theory style interactive session, where the participants become involved in a social experiment and discover firsthand what happens when trust is removed from the equation.
  • Leaders and teams benefit from this program through learning how to build long-lasting trust with fellow team members, vendors, partners and associates. They will understand what to look for in a healthy teams and business relationship, and how to collaborate to avoid those that are in it for themselves.
  • Going beyond simple academic, inspirational and theoretical collaboration, there are good reasons to collaborate – and good reasons not to, so the key question that needs to be asked is: under what conditions will people collaborate?
  • This advanced session focuses on 4 important feeding questions based on ‘Cooperation Theory’ exploring the paradoxes between: Individualism & Group Engagement and Collaboration & Competition resulting in Collaborative Engagement.

“Reality TV: Outwit — Outplay — Outlast is todays Stanford Prison Experiment.”

“Survivor” isn’t really about enduring life on a deserted beach, “The Bachelor” isn’t about marriage, & ”The Amazing Race” leaves little time to appreciate any amazing cultures. These ruthless racing, singing & cooking shows are this generation’s ‘Stanford Prison Experiment’. They are not team building neither do they build any sustainable collaboration. The fake reality of ‘Team Building’ disguised in the concept of a “competitive race” and often trumpeted through the genre of contemporary Reality TV needs to be challenged. Corporate teams need to look at the alternatives and unpack the real concept of collaboration, so it becomes a constructive, more meaningful, and actionable metaphor that enables sustainable innovation.


OUTCOMES – As a result of this session participants are able to:

  • Understand the forces at work with the dilemma of collaborating in a competitive environment
  • Determine what non-collaborative behaviours (e.g., defecting/freeriding) occur in business contexts and what impact they have
  • Identify how to change behaviour related to “we versus they” thinking
  • Address the concerns and interests of others with opposing viewpoints
  • Outline actions needed to reduce non-collaborative behaviours in the workplace
  • Explore collaborative behaviours and expectations in their workplace

Program 1: THE COLLABORATION DECEPTION consists of the following modules


Identifying collaboration

The ways collaboration can be misinterpreted, misunderstood and misused.


Does that which suits the individual agenda also suit the team agenda?


To the core of collaboration


Finding win-wins

Under what conditions will people really collaborate? (behavioral economics).

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Program 2: TO THE CORE OF COLLABORATION consists of the following modules


Game theory



The tragedy of commons in the workplace & dealing with defectors

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Program 3: IMPLICATIONS AND APPLICATIONS consists of the following modules


How to create a culture of Collaborative Innovation.

The 7 strategies to become more collaborative.


The tragedy of commons

Dealing with free riders & defectors in the workplace.


Designing a culture of collaboration

Ensuring that the common interest can exceed individual differences.

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REC TIME: 1-4 hours

REC SIZE: 16-200

PLATFORMS: Keynote, Workshop, Team-Building, Bus Facilitation

“This session explores the conditions under which people collaborate. It’s practical and effective… the engagement in the room was amazing both to have fun, but as the game progresses, you can see how it dawns on the participants that there is a deeper context related to what happens at work. This will help our KPIs and performance goals as an incredible reminder to see how to be more effective we can be if we take a more collective view.”