In these ambitious and complex cases, we make recourse to all forms of intervention necessary: conferences, training, individual coaching, etc.
Our line of work sometimes leads us to coach a company through the general implementation of the requirements and tools of Collective Intelligence. In these cases, we work at all hierarchical and interdisciplinary levels on the vision, structure, and conduct. Here, we make recourse to all forms of intervention necessary: conferences, training, individual coaching, etc. The larger number of staff to impact, can lead us to train people internally, which we supervise over the course of their program and which contributes to implementing change at all levels necessary.
To illustrate this, we can design the following steps, obviously always in support of concrete business issues:
Conférence
At this stage, the focus is on informing people about what Collective Intelligence is and the specific way we are going to address it in the company. It also consists of a kind of introductory teasing to make people want to participate in this global journey.
This moment is useful because it is unifying and symbolic: the conference marks the start of a transformation movement.
Training
Training creates a common foundation of knowledge in Collective Intelligence. Other sessions will take place as the program unfolds, always with the goal of uniting people around shared knowledge.
The purpose of our training is twofold:
- To learn; and,
- To come together. With this in mind, we often use the group present in the room to address concrete business issues.
- The following steps guarantee the application of this community of knowledge, which itself guarantees team bonding.
Individual coaching
To capitalize on the information, we propose individual coaching:
- Either directly for all people trained when their number permits; or
- By developing and capitalizing on a network of relay-leaders whose role is to spread the necessary knowledge and methods in the company. The goal of this coaching is to make these relay-leaders into true references in matters of Collective Intelligence within the company, real “distributors” of our action plan
On-site coaching – Working on structure
At the same time, consultants – this time more as facilitators – participate in work meetings at all levels to directly help groups to concretely learn efficient collective operations.
Following the early progress visible at this stage, we benefit from asking questions about the structure of the company and its appropriateness for rapidly growing Collective Intelligence. Note: often, the structure hinders the development of Collective Intelligence.
Final Results
- A population that has achieved its potential;
- Greater collective efficiency;
- High priority business topics that have progressed significantly;
- Familiarity with interdisciplinary collective practices creating a cultural community of work;
- Much less stress;
- And so on.
To measure the consequences of this work on both the efficiency at work and the well-being of actors in the company, simply think about what is experienced by teams that work well: sports teams, orchestras, sailing crews, team of researchers making discoveries, think tank sessions, etc. People are happy because they deliver, discover, win, and succeed together.