The Biopsychology of Cooperation

In the following essay, Michael Towsey discusses the Bio-psychology of Cooperation in relation to P.R. Sarkar’s Progressive Utilisation Theory (Prout) – A socio-economic model based on three tiers of economy with consumer and worker owned cooperatives as a significant part of the model. The practice of teamwork and cooperation is harder than the theory. However Cooperation is making a renaissance and the final part of this essay explains its theory, science and ethics.

Of particular note is the idea that humans are wired for both selfishness and cooperation. Therefore good team work requires that we learn how to facilitate and cultivate the latter over the former. The bio-psychology of cooperation challenges the idea that we are wired for corruption and selfishness. Instead it implies that the expressions of our nervous systems and hormones, our behavioural patterns and psyche are an intertwining of our biology and psychology, both nurture and nature.

Our ability to be social and cooperative is linked to the neuro-peptides oxytocin and vasopressin, that are responsible for trust, empathy, and bonding etc, and which give a feeling of pleasure. Previous theories of economics assume that we are motivated to make complex rational choices, but actually we are quite emotional/sentimental. In experiments they found that people who had taken a nasal spray of oxytocin were more generous. Instead of following a rational economic process, “molecules of emotion” impinged on the mental cost-benefit calculations, as we are motivated by feelings of pleasure.

Whilst not part of the essay, this has implications for team environments in that as we gain more scientific understanding of how to light up the cooperative parts of other’s brains, we can help to nurture and facilitate greater cooperation. When asked how to deal with conservative relatives who may have more authoritarian approaches, Dr George Lakoff, encourages his readers to activate empathy in others by asking them to tell us a story about a time they did something good for someone. That even by lighting up those parts of the brain in others through the act of memory, we inspire more cooperation and empathy. In essence, directed thought plus emotion equals new, or reinforced neural pathways.

Another key finding in the essay is that the development of trust and ethics are pivotal in developing a society (or team) based on cooperation. Human progress, through the lens of Neohumanism, sees that happiness (and ultimately spirituality) is linked to social progress and the development of the more subtle propensities of the mind and heart.

As an indicator of social progress, collective happiness and social dysfunction improve when there is a reduced gap between the rich and poor (noting that certain attempts to impose equality have historically had disastrous consequences). Meritocracies can be applied after meeting the basic needs. In the context of a team, this principle might be applied in ways such as ensuring to appreciate everyone’s unique contribution, whilst also giving special recognition to particularly high performers, collaborators or contributors.

The lust for power in social groups and tendencies to dominate others, can be avoided by maintaining balance with an inner spiritual life. If done in an intentional way, this not only increases a feeling of connection to “others”, but also engages in neo-ethics by expanding the radius of one’s love and the radius of the groups one belongs to, such that more inclusive groups are formed, contributing to greater social cohesion.

Skim read the following essay and deep read the parts that are of interest to you.

Given that the establishment of trust is an important part of the biopsychology of cooperation, watch the following video by Brene Brown on her research into trust. As you watch, think about the teams you are a part of and try to see where you have the building blocks for trust in place (or not) – BRAVING.

Finally, read the following article from the Harvard Business Review which looks a the neuro-chemistry of positive conversations. Of interest, it makes reference to the “cooperation hormone”, Oxytocin, also referenced in Michael Towsey’s essay above.

https://hbr.org/2014/06/the-neurochemistry-of-positive-conversations

The more stressed we are, the more our rational brains shut down, the more our emotional and “reptile” brain takes over, and the less able we are to have calm, fruitful conversations. Therefore conflict resolution skills (which help us to bypass this tendency) are an essential skill for cultivating greater cooperation. We will start exploring conflict resolution in the coming weeks.

BUILDING YOUR CAPITAL OF TRUST

Why do we need to talk about trust capital?

We like to believe that our relationships are based on trust. It feels natural to trust in people you are in a relationship with, like any kind of relations, between colleagues, members of the family, members of your community, partners, students, teachers, mentors, etc. And that is your capital of trust, your base and power and driving force, and it can be the starting point in building any kind of strategy to be successful in your mission.

But before reflecting on your capital of trust we need to understand the Trust Capital as well.

What do you think that Trust Capital is?

A Trust capital can be many things. Here are some examples.

Example of Trust Capitals:

• capital is trust property that constitutes a pool or fund of assets, and is to be distinguished from the income earned on those assets. The metaphor of a tree and its fruit is illustrative: the “tree” is the capital (such as an office block), and the “fruit” is the income (such as the rent received from renting out the offices).
• it is an intangible asset whereby confidence in the leadership, integrity, credibility and responsibility of a business to deliver its promises to its customers, employees and its stakeholders exists. Trust capital is what the business utilizes during a setback or crisis when it needs to defend itself in an unfortunate and unexpected circumstance. 
• Could ethical principles be a trust capital?

Definition:

Trust capital refers to the established trustworthiness of an entity, considered as a resource (or capital) that is gained or spent through various activities. Like a putting money into an account for every action that builds trust, trust capital would be the bank account with money in it.

Trust is the willingness of one party (the trustor) to become vulnerable to another party (the trustee) on the presumption that the trustee will act in ways that benefit the trustor. In addition, the trustor does not have control over the actions of the trustee. Using the bank account analogy above, Trust is what you let some people do towards you, but not others, because you have money in the account.

Your personal Capital of trust is the amount of time, energy, and investments you are making in a person or into a community to create security and good feeling. What stays at the base of that deep connection with the other person or with that community? It could be common interests, fighting for same cause, the wish to create something together.

But on the other hand, what is happening when that deep connection is based on a secret you have that you revealed to another person or community? For example if you attempted to build your capital of trust by sharing a secret about something bad you have done?

Who does the capital of trust belong to? Is it yours that you trusted the person and felt accepted and understood, or shes/hers/theirs as a resource for them to possible have power over you? Is that a capital of trust? No, it’s something that can be harmful for you.

In general a secret means to hide something. And when do people hide something? When there is a fear of revealing something.

When is the fear transformed into being proud of yourself and you do not need to hide the secret anymore? When you are in a secure environment.

So the important learning here is that when your relationship to another is based on something hidden that gives a dependence, that usually generates the feeling of being forced into something, and toxic, unhealthy dynamics are often developed.

What would be the opposite of a secret or hiding something? It would be transparency. How do you feel when you are in a transparent situation? Secure.

So the “secret” to building your capital of trust is to avoid giving away your power and harmful secrets to others. Instead be transparent and focus on building genuine connection, care and cooperation.