The second chapter will start with the “logic of co-creation”, that is, with the emergence of the concept of co-creation. Co-creation is about shaping the future and changing the present. Co-creation and dealing with change are closely linked. In management theory, the Kübler-Ross change curve (Kübler-Ross, 1972) is often used to explain how people react to change.  Collective intelligence approaches take a different path. One of the masterminds of this field is Otto Scharmer of the Sloan School at MIT in Boston.  The co-creation methodology presented later in the book strives to integrate these approaches, thus proposing a simple, less dogmatic approach to working together. It allows organisations to open themselves to the transformation ushering in the new world of work. Co-creation thus takes a different approach, in that it claims to connect people at the core, in order to then arrive at solutions together. In this way, it differs from many other approaches that first seek a solution and only then establish a deeper connection through the result.  The different levels of connection in co-creation are presented: person-to-person connection, connection through a common goal and connection through the shared experience of a process.  During this process, participants experience different emotional states. By illustrating the emotional journey of the participants in a co-creation workshop, it is possible to capture what people experience in co-creation and how cohesion and commitment emerge from it.    This approach to working together makes certain demands on those involved. It is necessary for them to share a mindset, values and principles. These are described in the section “Basic Assumptions of Co-Creation”.  The explanation of these basic assumptions then leads us to an understanding of how the mechanisms of co-creation work and what psychological processes it is built on.