Placing people at the heart of the reflection, this book presents the methods and solutions that are indispensable for increasing the level of Collective Intelligence in a company.
Présentation
Placing people at the heart of the reflection, this book, a true textbook for Collective Intelligence, presents the methods and solutions that are indispensable for increasing the level of Collective Intelligence in a company: understanding the diversity of temperaments; influencing people to help them work together despite their differences; controlling emotions and associated elements like difficult conversations; managing different cultures; achieving a Vision or implementing a change; and so on. These are all challenges that require a solid understanding and for which nothing should be left to chance, at the risk of inaction or inefficiency.
“The development of collective intelligence in Business” provides the analytical tools that make it possible to capitalize on human wealth and diversity while respecting the resilience of each person and for the benefit of the company’s results.
Table of Contents
- Why is Collective Intelligence Not Self-evident?
- What allows Collective Intelligence to Develop
- Developing Collective Intelligence: Understanding People and Diversity
- Leadership: Shifting from Diversity to Complementarity
- Being a Leader: Postures and Roles
The Skills Required to be a Leader
Why is Collective Intelligence Not Self-evident?
- To develop efficiently and adapt to a given context, a company must synergize 3 essential pillars: Vision, Structure, and Individuals and Skills. Collective Intelligence facilitates this synergy.
- A company must face a fundamental structural paradox:
- On the one hand, a company requires homogeneous actions to achieve the Visions/Mission.
- On the other hand, a company is a group made up of heterogeneous elements: the individuals that compose it.
- This paradox is extremely conducive to Collective Unintelligence. Consequently, it is absolutely necessary to understand the ins and outs of Collective Intelligence.
What Allows Collective Intelligence to Develop
In particular:
- Moving away from Collective Unintelligence
- Increasing structural permeability
- Less control, more collaboration
- Increasing the immaterial wealth of the company
- Better acceptance and implementation of change
Developing Collective Intelligence: Understanding People and Diversity
- It is essential to consider the sources of the diversity: where does it come from? What “makes” diversity? Everything comes from a difference in interpretations, which are themselves based on a difference in perceptions; in fact, every person perceives information in their own way. Why? How? We answer these questions to learn to “read” diversity and make it so that these differences are transformed into complementarity.
- It is also important to understand the different possible manifestations of psychological turmoil (anger, excessive avoidance, inaction, etc.); it is this understanding that will make it possible to apply rationality to that which is most often attached to the subjective, and which encourages the creation of solutions for these potentially devastating relational issues.
Leadership: Shifting from Diversity to Complementarity
- To shift from diversity to complementarity, it is necessary to lead people; in other words, to develop leadership at all levels of a company.
- Developing one’s leadership means developing one’s capacity to influence. This influence will be correlated to the capacity of the leader to understand diversity.
- Collective Intelligence depends directly on the quality of this influence.
- The following topics are also addressed: “Leadership, Collective Intelligence, and Organizations” and “Leadership, Collective Intelligence, and Intercultural Management.”
Being a Leader: Postures and Roles
- By posture, we mean the way in which individuals position themselves in relation to others and in relation to the world. For example: what are people’s egos built on? How do they acknowledge their impact globally? Why are they proud of themselves?
- The different roles of the leader in relation to the vision, structure, and individuals and skills are also addressed. Notably, the leader must develop a network of relay-leaders within the company.
The Skills Required to be a Leader
The following skills are addressed in-depth:
- Personal skills: self-control; awareness of one’s impact; demonstrating authenticity; capacity to vary one’s attitude; etc.
- Relational skills: Public speaking; managing objections and difficult conversations; etc.
- Providing meaning:
- Establishing a vision
- Supporting change
Why is Collective Intelligence Not Self-evident?
- To develop efficiently and adapt to a given context, a company must synergize 3 essential pillars: Vision, Structure, and Individuals and Skills. Collective Intelligence facilitates this synergy.
- A company must face a fundamental structural paradox:
- On the one hand, a company requires homogeneous actions to achieve the Visions/Mission.
- On the other hand, a company is a group made up of heterogeneous elements: the individuals that compose it.
- This paradox is extremely conducive to Collective Unintelligence. Consequently, it is absolutely necessary to understand the ins and outs of Collective Intelligence.
What Allows Collective Intelligence to Develop
In particular:
- Moving away from Collective Unintelligence
- Increasing structural permeability
- Less control, more collaboration
- Increasing the immaterial wealth of the company
- Better acceptance and implementation of change
Developing Collective Intelligence: Understanding People and Diversity
- It is essential to consider the sources of the diversity: where does it come from? What “makes” diversity? Everything comes from a difference in interpretations, which are themselves based on a difference in perceptions; in fact, every person perceives information in their own way. Why? How? We answer these questions to learn to “read” diversity and make it so that these differences are transformed into complementarity.
It is also important to understand the different possible manifestations of psychological turmoil (anger, excessive avoidance, inaction, etc.); it is this understanding that will make it possible to apply rationality to that which is most often attached to the subjective, and which encourages the creation of solutions for these potentially devastating relational issues.
Leadership: Shifting from Diversity to Complementarity
- To shift from diversity to complementarity, it is necessary to lead people; in other words, to develop leadership at all levels of a company.
- Developing one’s leadership means developing one’s capacity to influence. This influence will be correlated to the capacity of the leader to understand diversity.
- Collective Intelligence depends directly on the quality of this influence.
- The following topics are also addressed: “Leadership, Collective Intelligence, and Organizations” and “Leadership, Collective Intelligence, and Intercultural Management.”
Being a Leader: Postures and Roles
- By posture, we mean the way in which individuals position themselves in relation to others and in relation to the world. For example: what are people’s egos built on? How do they acknowledge their impact globally? Why are they proud of themselves?
- The different roles of the leader in relation to the vision, structure, and individuals and skills are also addressed. Notably, the leader must develop a network of relay-leaders within the company.
The Skills Required to be a Leader
The following skills are addressed in-depth:
- Personal skills: self-control; awareness of one’s impact; demonstrating authenticity; capacity to vary one’s attitude; etc.
- Relational skills: Public speaking; managing objections and difficult conversations; etc.
- Providing meaning:
- Establishing a vision
- Supporting change