Fig shows us that you can maximize your individual gains

Fig. 2 shows us that you can maximize your individual gains only by competing against a cooperative person. It also states that the scenario of mutual cooperation is the best scenario for mutual satisfaction. However one need to be aware that if you initiate cooperation and that it jak stat pathway is not reciprocated by the other you are defeated. Lack of information, or deceptive information and the uncertainty that ensues on what the other party will do (the two prisoners are not able to communicate with each other) plays a key role in yielding a suboptimal outcome. The conclusion is thus that, in a competitive context, which leads to not sharing information, we do not cooperate well with one another. This happens even when economic problems occur globally and threaten the security of businesses around the world. So far the existing literature has focused on the idea of solving conflicts. According to Brubaker, Noble, Fincher, Kee-Young Park, and Press (2014), it has dealt with conflict coaching and cooperation, with mechanisms to reduce the costs of unresolved conflicts. Also according to these authors, government organizations have incorporated the role of ombudsman to assist in conflict management. However it has not directly dealt with the idea of promoting cooperation. Nevertheless, it is our belief that answers lie not in solving conflicts once they occur but in preventing them by promoting cooperation in and within organizations. In other words the answer to global economic problem lies in what we chose to call “authentic” cooperation as defined above in the quote from Wheeler (2003). We now turn to the question of how to promote cooperation in organizations.
Part II: How to make authentic cooperation happen in organizations? Despite the conclusion that competitive strategies often dominate in periods of economic recession, scholars and practionners alike have long recognized that cooperation is a key component of organizational success. Organizations themselves have long been conceptualized as systems of cooperative effort and coordinated activity (Barnard, 1938). While some researchers focus on individuals’ motives for working together when they define cooperation (Mead, 1937), others also focus on relational behaviors, such as exchanging and combining information, ideas, and other resources; giving assistance or helping; constructively discussing problems and conflicts; and supporting and encouraging each other (Argyle, 1991; Tjosvold, 1998). Cooperation can be defined as a social behavior. When people cooperate, they act in ways that advance or potentially advance each other׳s interests. Sometimes they benefit personally, and sometimes they do not. Cooperation may fall within or extend beyond job roles (Tyler and Blader, 2000). There is a clear and strong need for research illuminating “the conditions that give rise to naturally occurring cooperation” in organizations (Smith et al., 1995). Despite this our research of the existing literature on this question led us to identify very few relevant articles. The work by Deery and Iverson (2005) is a rare example of research that answers this need. They propose a simplified model (Fig. 2) of the organization as a set of systems and processes based on the study of 305 branches of a very unionized Australian banking corporation. Although Annealing is focused on union-management relations and their impact on a cooperative labor relations climate, we believe it illustrates a more general case. There are numerous sources from which cooperation can naturally emerge in an organization. The antecedents of cooperation are listed in Fig. 2 and include, ensuring good relations, being open, having an integrative bargaining approach, believing in cooperation and ensuring good relations. The model also shows the existence of a link between the amounts of cooperation that takes place and positive outcomes in terms of organizational performance (productivity, quality of service, and decrease in the level of absenteeism). It is one of the very few articles which demonstrates a link between cooperation and organizational performances and which identifies which variables enable cooperation to exist.