Collective Intelligence Development in Business

Inbunden, Engelska, 2016

Av Patricia Bouvard, Hervé Suzanne, France) Bouvard, Patricia (Horizon Performance Conseil, Herve (Horizon Performance Conseil) Suzanne

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This book analyses the development of Collective Intelligence by a better knowledge of the diversity of the temperaments and behavioural and relational processes. The purpose is to help the reader become a better Collective Intelligence Leader, who will be able to capitalize on the specificities and the differences of the individuals present in its collective, and transform these differences into complementarities, which are a source of wealth.

Produktinformation

Utgivningsdatum2016-12-13
Mått165 x 241 x 25 mm
Vikt671 g
FormatInbunden
SpråkEngelska
Antal sidor368
FörlagISTE Ltd and John Wiley & Sons Inc
ISBN9781848219816

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Introduction ixChapter 1. Relevance and Foundations of Collective Intelligence 11.1. Adapting to a world in complete transformation 11.2. The pillars of a company in development, the foundations of Collective Intelligence 61.3. Conclusion 11Chapter 2. People: The Heart of the Collective Intelligence Development Process 132.1. Collective Intelligence: a largely untapped resource 142.2. Lack of Collective Intelligence: causes and consequences 162.2.1. The causes of Collective Unintelligence 162.2.2. The consequences of Collective Unintelligence 192.3. Five good reasons to raise the level of Collective Intelligence 242.3.1. Getting away from Collective Unintelligence 242.3.2. Making infrastructure more permeable 252.3.3. Less individualism, more collective work and less control 262.3.4. Increasing the intangible wealth of a company 322.3.5. To implement change 362.3.6. Conclusions about the reasons to increase the level of Collective Intelligence 382.4. Collective Intelligence: an obvious choice faced with a fundamental paradox 392.4.1. The paradox 392.4.2. Consequences of this paradox: the small range of personalities present in companies 402.4.3. Conclusion: the necessity of understanding diversity to move toward complementarity 43Chapter 3. Developing Collective Intelligence: Understanding People and Diversity 453.1. Diversity? A matter of interpretation! 463.1.1. Report of the mechanism of interpretations 473.1.2. The devastating effects of interpretation on Collective Intelligence – the necessity of practicing scientific reasoning 513.2. Understanding people through perception filters 543.2.1. The obvious part of perception filters: exogenous filters 553.2.2. The less obvious part of perception filters: endogenous filters 573.2.3. Filters in the service of Collective Intelligence 863.2.4. Why do some personalities seem difficult to you? 883.3. Diversity and stress: different survival behaviors 893.3.1. The origin of survival behaviors 903.3.2. How do survival behaviors manifest? 903.3.3. Main causes of survival behavior 913.3.4. Survival behaviors and adaptation 943.4. Conclusion on the elements of diversity 96Chapter 4. What is Leadership? A Note on Works about Leadership and a Tentative Definition of Leadership 994.1. A note on works about leadership 994.2. Tentative definition of leadership 1054.3. Three premises of leadership 1064.3.1. Leadership is relational 1064.3.2. Leadership is a-hierarchical 1114.3.3. Leadership is contextual 1234.4. Links between Collective Intelligence and Leadership 1264.4.1. What are the links? 1264.4.2. Possible deviations 1274.4.3. Conclusion on the links between Collective Intelligence and Leadership 1284.5. Leadership, to mediate between opposing sides 1314.6. Leadership: transcending organizational or cultural differences 1364.6.1. Leadership and organization: example of a matrix organization 1364.6.2. Leadership: overcoming cultural differences 1384.7. Conclusions about leadership 145Chapter 5. Postures and Roles of a Leader to Develop Collective Intelligence 1475.1. Introduction: learning to be a leader 1475.2. The postures of a leader 1495.2.1. Behaving like a learner 1495.2.2. Demonstrating responsibility 1555.2.3. Treating other people as equals 1605.3. The roles of a leader, in the service of Collective Intelligence 1635.3.1. Role of a leader in relation to the Vision 1635.3.2. Role of a leader in relation to the Structure 1655.3.3. Role of a leader in relation to individuals and their skills 1685.3.4. Main actions of a leader, manager or non-manager, over individuals and their skills 185Chapter 6. The Skills of a Leader in the Service of Collective Intelligence 1896.1. Being a leader: a sum of personal skills for self-control 1896.1.1. Ensuring maximum mobility of the filter slider 1896.1.2. Knowing yourself and controlling your impact 1926.1.3. Ensuring an emotional/rational balance 1986.1.4. Appearing both close and distant 2066.1.5. Developing a No. 10 Ego 2076.1.6. Being perceived as authentic: a must! 2116.1.7. Getting rid of authoritarianism 2186.2. Being a leader: the sum of relational skills to influence 2206.2.1. The criteria of influence 2216.2.2. The fundamentals of successful communication 2256.2.3. Practicing feedback: a relational technique 2366.2.4. Using communication techniques to make people accept responsibility 2406.2.5. Public speaking 2476.2.6. Practicing “real delegation” 2586.2.7. Being proactive 2616.2.8. Taking care to motivate people according to individual expectations 2626.2.9. Coaching when necessary 2646.2.10. Conducting difficult conversations 2776.3. Being a leader: creating sense 3066.3.1. The question of context and its impact 3076.3.2. What to observe when studying context? 308Conclusion 335Bibliography 339Index 343