Maturation of a facilitator's posture in collective intelligence

"The greatness of a profession is perhaps above all to unite men".

Collective intelligence, a concept at the heart of the learning organization, is based on a group's ability to effectively combine the talents, skills and energies of its members to achieve a common goal.

To facilitate the emergence of collective intelligence in training, certain benchmarks can be modeled and adopted, reflecting the maturity of the facilitator involved. This article explores these benchmarks, expanding on them and highlighting the benefits of each.

11 benchmarks

• Say what you're going to do, describe the practice of collective intelligence
  
  It's vital to begin by clearly defining the objective and working methods. This initial step creates a common framework, ensures the alignment of all members and fosters a sense of belonging. It paves the way for effective cooperation, as everyone understands not only what they have to do, but also why they're doing it.
  
  
• Executing it and pointing out the tricky bits as you go along
  
  The practical application of the principles of collective intelligence must be accompanied by constant vigilance with regard to the obstacles and delicate points that emerge. This pragmatic approach enables working methods to be adjusted in real time, and strengthens the group's agility in the face of unforeseen circumstances. It demonstrates proactive management of challenges, essential to collective success.
  
  
• Calling on the group for support when the facilitator runs into difficulties
  
  The facilitator's role is crucial to group dynamics. However, when faced with difficulties, inviting the group to contribute to problem-solving strengthens cohesion and commitment. This enhances the diversity of perspectives and enriches the solutions envisaged, while underlining the importance of shared responsibility.
  
  
• Providing space for experimentation
  
  Experimentation is at the heart of learning and innovation. Providing spaces where members can test new ideas and approaches without fear of judgment encourages calculated risk-taking and creativity. These spaces are incubators of collective intelligence, where lessons learned from both successes and failures are invaluable.
  
  
• Constantly engage feedback loops
  
  Feedback loops are essential to ensure alignment and continuous improvement. They enable us to regularly gather and integrate everyone's perceptions, feelings and suggestions, helping to refine processes and strengthen the commitment of all members.
  
  
• Return to individual sensations and intuitions
  
  Valuing sensations and intuitions encourages a more holistic and empathetic approach to collaboration. This encourages members to share more nuanced and personal perspectives, enriching collective thinking and fostering more balanced and creative decisions.
  
  
• Bringing experience to life, then making occasional contributions
  
  Alternating between direct experience and theoretical input anchors learning in practice, while providing the conceptual tools necessary for understanding and reflection. This method favors in-depth assimilation of concepts and reinforces participants' autonomy.
  
  
• Evaluating individual and collective experiences in dialogue circles
  
  Dialogue circles provide a safe space for expression and shared reflection. Evaluating experiences collectively enables individual contributions to be recognized and group-wide lessons to be learned, reinforcing cohesion and mutual learning.
  
  
• Adopting the wu wei posture
  
  Wu wei,or action through non-action, calls for a form of leadership and participation that favors listening, flexibility and adaptability. This posture encourages us to intervene appropriately, without forcing events, thus allowing collective intelligence to express itself fully.
  
  
• Valuing and recognizing behaviors that move the group forward
  
  Recognizing positive behaviors and contributions is fundamental to encouraging and sustaining positive group dynamics. Highlighting and celebrating individual or collective actions that contribute to the advancement of common objectives not only reinforces a sense of belonging and appreciation among participants, but also creates an environment conducive to emulation and motivation.
  
  
• Dare
  
  Encouraging boldness and initiative is essential to the collective intelligence process. Daring to think outside the box, proposing innovative ideas and challenging the status quo encourages a culture of innovation and resilience. This demonstrates the trust placed in group members and stimulates a dynamic where fear of failure is replaced by a desire to experiment and learn.

A philosophy of discreet influence

These benchmarks are not just steps to be followed mechanically; they embody a working philosophy that places people and collaboration at the heart of the creation and innovation process. By adopting them, collective intelligence training can profoundly transform the way we work together, fostering a culture where listening, sharing, experimentation and flexibility are valued.

The benefits are manifold: strengthening group cohesion, improving the quality of decisions, increasing the capacity for innovation and responsiveness in the face of challenges, and developing a sense of belonging and satisfaction among participants.

These benchmarks are a means of achieving greater collective efficiency, and also a path to an enriched and fulfilling human experience for each individual involved.

Illustration: Rawpixel - DepositPhotos

Sources

Bouchard, T. J. (1972). Training, motivation, and personality as determinants of the effectiveness of brainstorming groups and individuals. Journal of Applied Psychology, 56(4), 324-331. https://www. researchgate.net/publication/18122877_Training_motivation_and_personality_as_determinants_of_effectiveness_of_brainstorming_groups_and_individuals

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://psycnet. apa.org/record/1999-03028-001

Lévy, P. (1994). L'intelligence collective: Pour une anthropologie du cyberspace. La Découverte.
https://www.decitre.fr/livre-pod/l-intelligence-collective-9782707126931.html

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
https://www.decitre.fr/livres/the-knowledge-creating-company-9780195092691.html#ae85

Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Currency Doubleday.
https://www.decitre.fr/livres/la-cinquieme-discipline-9782212559378.html

Senge, P. M. (1990). La cinquième discipline - Levier des organisations apprenantes - Eyrolles
https://www.decitre.fr/livres/la-cinquieme-discipline-9782212559378.html

Woolley, A. W., Chabris, C. F., Pentland, A., Hashmi, N., & Malone, T. W. (2010). Evidence for a collective intelligence factor in the performance of human groups. Science, 330(6004), 686-688. https://www. science.org/doi/10.1126/science.1193147

Cristol, D. (2009). Modeling and modeling managerial experience. 1 er colloque international de l'association Recherches et pratiques en didactique professionnelle https://shs.hal.science/halshs-00449954