intelligence collective
intelligence collective
We only keep what is efficient and useful for the company system.

A rigorous and respectful intellectual construction

  • Contrary to universities, we do not take the approach of theorizing and then testing these theories in the field. Instead, we employ very solid experience – 15 years in training and coaching in all kinds of companies, with all types of audiences, at all levels – to provide our clients with realistic approaches drawn from real life.
  • We only keep what is efficient and useful for a company’s system; we are always focused on factually demonstrating these two points.
  • We have infinite respect for individuals’ capacity for resilience. It is not through fear, inhibitive stress, or absence that colleagues will show themselves to be efficient. People need leaders who value skills, bring out talents, and unite a community around their projects.

 

A unique education

Our educational approaches are guided by pragmatism and rationality. Here are two examples:

  • During all of our interventions, whether it is in coaching, training, team support, etc., we hope to have a “constructive conversation” with our participants. They are the experts in their profession; we are the experts on Collective Intelligence. Our conversation allows us to combine our expertise by providing elements of training or sometimes simply asking good questions (which is often a key part of solving the problem!) This “conversational” aspect is key in that it prompts participation/reflection, a direct product of creating an atmosphere that people quickly perceive as “kind and welcoming but not complacent.” Thanks to this ambiance, a real connection is created between participants.
  • Humor! Yes, humor is educational! We see two reasons for this: on the one hand, humor makes it possible to step back, and shift; on the other hand, humor makes it possible to take de-dramatize issues. We regularly find that this light atmosphere makes it possible to delve more deeply into the subjects we broach. And obviously, it reinforces connections with the participants. For all these reasons, for us, humor is an obligation.
  • We believe in what we do and enjoy nothing more than being able to be useful. In this sense, we try to be examples of what we teach. For example, even during conferences, our participants feel free to question us or object because our job is to know how to create conditions that encourage free speech; therefore, they take advantage of this, take pleasure in it, and address everything that might be useful to them.

Structuring elements of all our training modules

  • Our specialty is Collective Intelligence. This truly intellectual topic intersects with all subjects that require quality interpersonal skills to produce results, whether it is team management, leadership, commercial negotiation, etc. Whatever the subject, it is important to develop Collective Intelligence to create wealth, whether it is for 2, 10, or 100 people.

How do we do that?

  • First, by professionalizing relationships within the company; in other words, by developing interpersonal skills, such as:
  • Negotiation techniques for better quality team management and relationship management;
  • High-quality reflection in order to inspire solutions and consider the impact of these solutions;
  • And so on.

Skills are not enough. It is essential that these skills be part of a mindset that combines learning, humility, responsibility, tolerance of otherness, a solution-based approach, etc. For many companies, this corresponds to a real shift in culture and managerial paradigms.

Our reflection always revolves around 4 major skills:

  1. Personal skills that evoke self-knowledge and self-control.
  2. Interpersonal skills that promote collective work beyond differences in temperaments, skills, objectives, and so on.
  3. Strategic skills that focus on the conscious (and preferably collective) development of a common strategy to succeed in a given context.
  4. Systemic skills that make it possible to understand the context in which the company evolves, with:
    1. An internal context; and
    2. An external context, which requires considering all of the actors outside of the company that are likely to favorably or unfavorably impact the achievement of the Vision and the company objectives.

These four skills are key for anyone hoping to take action at the level of the Vision of the company, its structure, or the skills of individuals.

 

How can we guarantee the success of a training in a company?

  • In order to give meaning to the individual effort that training represents, it must result from an individual development plan that is itself in direct connection with the present and future needs of the company. Then, employees must be coached by their management while carrying out this training and the changes that it is likely to create in their work methods.
  • Educationally, it is very useful for the training to be associated with a specific professional important subject. This way, the training is not “groundless” and the participant can directly test any given new acquisition on a specific “business element.”

 

Consequently, there is a doubled effect:

  • The person progresses; and
  • The professional area introduced by the participant also advances.

What HPC will not ask you to work on

 

What happened to the little boy you used to be? Where are the blockages in your body? What was the importance of your father/mother? We are going to work barefoot to be in contact with Mother Earth… then we will make you walk on embers… then we will talk about love… and make you feel guilty if you resist! (We have actually seen this!)

 

These are exactly the types of questions that we will never ask you, as we believe that this type of personal development actually produces an affective egocentrism – an excessive and irrational focus on one’s emotions – and therefore a fragility, instead of the development of a self-confidence articulated around our capacity to succeed and support collective success. We know many company heads who are passionate about personal development but whose teams would have a lot to say otherwise.

 

So, how can HPC help your teams with their individual professional development? At HPC, we talk about “individual advancement,” “personal skills,” and “self-management,” and we situate these skills within a Collective Intelligence approach. The connection with others and the company objectives are permanent. We work on rational elements. It is important for us to show that the success of professional relationships is tied to tangible, concrete elements. We coach people toward understanding and improving their impact on colleagues, teams, the whole company, or even outside the company. We always analyze the impact in terms of costs and gains. Perhaps surprisingly, we embrace “mathematical equations”. We work on a professionalization of relationships that allow for complementarities between different individuals. Our deepest wish is to demonstrate that Collective Intelligence is a key subject that responds to rational elements. Individual advancement must be able to draw on these rational elements.