By Patricia Bouvard, Herv? Suzanne
This ebook analyses the improvement of Collective Intelligence via a greater wisdom of the range of the temperaments and behavioural and relational techniques. the aim is to aid the reader develop into a greater Collective Intelligence chief, who could be in a position to capitalize at the specificities and the variations of the participants found in its collective, and rework those transformations into complementarities, that are a resource of wealth.
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Extra resources for Collective intelligence development in business
Next we will examine the causes and consequences of Collective Unintelligence in detail. 2. Lack of Collective Intelligence: causes and consequences These are just a few causes and consequences, and our readers will no doubt be able to identify others. However, the goal here is not to portray an exhaustive list, but rather to raise awareness about the necessity of avoiding Collective Unintelligence. 2. 1. The causes of Collective Unintelligence Ego is probably the foremost cause. We do not expect you to banish Ego, which would be absurd.
44 Collective Intelligence Development in Business That is the challenge. We will attempt, together, to understand what might foster a solution orientation for relationships, so that the Company can benefit, as it should, from everyone’s knowledge and develop a collective expertise, a true immaterial capital gain, distinct from other organizations. In the matter of human resources, as in other matters, wishing to realize a homogeneous whole with heterogeneous elements requires understanding the source of the heterogeneity – in other words, understanding the origins of diversity, and identifying the actors.
And between the individuals that compose it. What can we do? Simply, eliminate the unpredictable from the relations between individuals, guard against all lack of emotional control – in short, professionalize relationships to make them more harmonious and efficient. Michel Crozier, sociologist and professor at Paris X, Science Po. Paris as well as at Stanford and Harvard, wrote in his work from 1989 titled “L’Entreprise à l’écoute – Apprendre le management postindustriel” [CRO 89]: “In fact, what seems to be missing from a Company is a more realistic understanding of human relationships, and the ins and outs that condition them; the elites must be prepared to listen, but the competitive system that influences them actually leads them to assert without listening”.