{"id":268,"date":"2011-05-16T09:40:33","date_gmt":"2011-05-16T08:40:33","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=268"},"modified":"2014-11-28T15:53:56","modified_gmt":"2014-11-28T14:53:56","slug":"comment-developper-la-performance-collective-en-entreprise","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2011\/05\/comment-developper-la-performance-collective-en-entreprise\/","title":{"rendered":"Comment d\u00e9velopper la performance collective en entreprise ?"},"content":{"rendered":"

Comment travailler mieux ? Comment d\u00e9velopper plus vite de nouveaux produits et services adapt\u00e9s aux attentes de ses clients alors que les moyens \u00e0 disposition sont g\u00e9n\u00e9ralement en diminution ?<\/h2>\n

 <\/p>\n

Une voie de r\u00e9ponse se trouve dans ce qu\u2019on appelle l\u2019intelligence collective dont les promoteurs<\/a> les plus connus sont Wikipedia ou Google.<\/p>\n

Ce concept d\u00e9signe la capacit\u00e9 \u00e0 travailler en collaboration et \u00e0 fournir un r\u00e9sultat dont la pertinence d\u00e9passe la somme des apports individuels. Il permet d\u2019aller au-del\u00e0 des difficult\u00e9s engendr\u00e9es par un mode de management o\u00f9 une personne, ou une organisation, unique ne peut plus ma\u00eetriser seule une probl\u00e9matique donn\u00e9e.<\/p>\n

Une mise en \u0153uvre qui ne se r\u00e9duit pas \u00e0 l\u2019entreprise 2.0<\/strong><\/p>\n

Les avanc\u00e9es technologiques jouent un r\u00f4le de 1er<\/sup> plan dans la facilitation des \u00e9changes entre les individus et dans l\u2019acc\u00e8s et la production de connaissances\u00a0: on parle ainsi beaucoup d\u2019entreprise 2.0 pour d\u00e9signer cet apport. Outils de r\u00e9unions virtuelles, technologies de portail, r\u00e9seaux sociaux et plate-formes collaboratives sont bien souvent utilis\u00e9s.<\/p>\n

La mise en \u0153uvre est cependant trop souvent r\u00e9duite \u00e0 la mise en \u0153uvre d\u2019outils collaboratifs. En entreprise, il s\u2019agit avant tout d\u2019organiser les collaborations et d\u2019influer sur les comportements et les pratiques pour favoriser l\u2019\u00e9mergence de l\u2019intelligence collective.<\/p>\n

Ce dernier point passe par une \u00e9volution individuelle des collaborateurs et des m\u00e9thodes de management afin de renforcer les valeurs de partage et de valorisation des connaissances, de favoriser les \u00e9changes humains autour d\u2019exp\u00e9riences v\u00e9cues, notamment de r\u00e9ussites ou d\u2019\u00e9checs.<\/p>\n

Du manager-dirigeant au manager-animateur<\/strong><\/p>\n

Le passage d\u2019une organisation pyramidale, o\u00f9 les \u00e9changes sont dict\u00e9s par les voies hi\u00e9rarchiques, \u00e0 une intelligence en r\u00e9seau requiert une transformation profonde des modes de management et de communication.<\/p>\n

Le manager doit passer du r\u00f4le de manager-expert ou manager-dirigeant \u00e0 celui de manager-animateur. Il doit pour ainsi dire \u00ab\u00a0l\u00e2cher prise\u00a0\u00bb\u00a0: il faut \u00eatre capable de faire confiance \u00e0 la capacit\u00e9 du groupe \u00e0 converger vers la d\u00e9cision la plus pertinente, et non prendre la d\u00e9cision \u00e0 la place du groupe.<\/p>\n

La pertinence du contenu devient une responsabilit\u00e9 collective alors que la responsabilit\u00e9 du manager est d\u2019encourager les interactions n\u00e9cessaires \u00e0 la richesse des \u00e9changes.<\/p>\n

 <\/p>\n

Les jeux cadres, pour lib\u00e9rer l\u2019\u00e9nergie et structurer les r\u00e9sultats<\/strong><\/p>\n

Comment ne pas tomber dans la d\u00e9mocratie na\u00efve o\u00f9 chacun exprime son opinion divergente rendant impossible la prise de d\u00e9cision\u00a0? Certaines techniques d\u2019animation permettent de lib\u00e9rer l\u2019\u00e9nergie cr\u00e9atrice du groupe tout en organisant les collaborations afin de produire des r\u00e9sultats tangibles et rationnels.<\/p>\n

Parmi ces techniques, les jeux cadres de Thiagi et le mind-mapping offrent la possibilit\u00e9 de s\u2019exprimer de fa\u00e7on ouverte au travers de fiches individuelles (Post-it, cartes) puis de faire \u00e9merger une structure (th\u00e8mes, priorit\u00e9s, d\u00e9pendances) de fa\u00e7on collaborative, par un syst\u00e8me de votes et d\u2019\u00e9changes organis\u00e9s.<\/p>\n

Et vous, comment comptez-vous am\u00e9liorer la performance collective de vos collaborateurs\u00a0?<\/strong><\/h2>\n

Une \u00e9tude publi\u00e9e en juillet 2009 par la Harvard Business Review d\u00e9montre une corr\u00e9lation forte entre la performance des entreprises et la mise en place de dispositifs d\u2019intelligence collective. Les retours d\u2019exp\u00e9rience sur les outils collaboratifs et les techniques d\u2019animation collective permettent d\u2019envisager leur d\u00e9ploiement \u00e0 large \u00e9chelle. Il s\u2019agit dor\u00e9navant pour chaque entreprise de d\u00e9finir les modalit\u00e9s dans lesquelles l\u2019intelligence collective peut s\u2019exprimer chez elle.<\/p>\n

Pour en savoir plus\u00a0: <\/em><\/p>\n

MIT center for collective intelligence <\/a><\/p>\n

Lire le Focus Solucom <\/a><\/p>\n

 <\/p>\n

Quelques exemples\u00a0d\u2019application des concepts d\u2019intelligence collective en entreprise\u00a0:<\/em><\/p>\n

lien vers Retour d\u2019exp\u00e9rience DAMAS pour TOTAL<\/a><\/p>\n

Current TV<\/a>, une cha\u00eene de t\u00e9l\u00e9vision propose \u00e0 ses t\u00e9l\u00e9spectateurs de cr\u00e9er des \u00e9pisodes d\u2019une de ses s\u00e9ries phares.<\/p>\n

Threadless<\/a>, des tee-shirts dessin\u00e9s par des artistes du monde entier<\/p>\n","protected":false},"excerpt":{"rendered":"

Comment travailler mieux ? Comment d\u00e9velopper plus vite de nouveaux produits et services adapt\u00e9s aux attentes de ses clients alors que les moyens \u00e0 disposition sont g\u00e9n\u00e9ralement en diminution ?   Une voie de r\u00e9ponse se trouve dans ce qu\u2019on…<\/p>\n","protected":false},"author":117,"featured_media":6343,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[37],"tags":[69,68],"coauthors":[964],"class_list":["post-268","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digital-innovation","tag-intelligence-collective","tag-performance"],"acf":[],"yoast_head":"\nComment d\u00e9velopper la performance collective en entreprise ? - RiskInsight<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2011\/05\/comment-developper-la-performance-collective-en-entreprise\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Comment d\u00e9velopper la performance collective en entreprise ? - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"Comment travailler mieux ? 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