Patricia Bouvard,
P Bouvard,
Herve Suzanne
John Wiley & Sons
e druk, 2016
9781848219816
Collective Intelligence Development in Business
Specificaties
Gebonden, 368 blz.
|
Engels
John Wiley & Sons |
e druk, 2016
ISBN13: 9781848219816
Rubricering
Levertijd ongeveer 8 werkdagen
Samenvatting
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.
Specificaties
Inhoudsopgave
<p>Introduction ix</p>
<p>Chapter 1. Relevance and Foundations of Collective Intelligence 1</p>
<p>1.1. Adapting to a world in complete transformation 1</p>
<p>1.2. The pillars of a company in development, the foundations of Collective Intelligence 6</p>
<p>1.3. Conclusion 11</p>
<p>Chapter 2. People: The Heart of the Collective Intelligence Development Process 13</p>
<p>2.1. Collective Intelligence: a largely untapped resource 14</p>
<p>2.2. Lack of Collective Intelligence: causes and consequences 16</p>
<p>2.2.1. The causes of Collective Unintelligence 16</p>
<p>2.2.2. The consequences of Collective Unintelligence 19</p>
<p>2.3. Five good reasons to raise the level of Collective Intelligence 24</p>
<p>2.3.1. Getting away from Collective Unintelligence 24</p>
<p>2.3.2. Making infrastructure more permeable 25</p>
<p>2.3.3. Less individualism, more collective work and less control 26</p>
<p>2.3.4. Increasing the intangible wealth of a company 32</p>
<p>2.3.5. To implement change 36</p>
<p>2.3.6. Conclusions about the reasons to increase the level of Collective Intelligence 38</p>
<p>2.4. Collective Intelligence: an obvious choice faced with a fundamental paradox 39</p>
<p>2.4.1. The paradox 39</p>
<p>2.4.2. Consequences of this paradox: the small range of personalities present in companies 40</p>
<p>2.4.3. Conclusion: the necessity of understanding diversity to move toward complementarity 43</p>
<p>Chapter 3. Developing Collective Intelligence: Understanding People and Diversity 45</p>
<p>3.1. Diversity? A matter of interpretation! 46</p>
<p>3.1.1. Report of the mechanism of interpretations 47</p>
<p>3.1.2. The devastating effects of interpretation on Collective Intelligence the necessity of practicing scientific reasoning 51</p>
<p>3.2. Understanding people through perception filters 54</p>
<p>3.2.1. The obvious part of perception filters: exogenous filters 55</p>
<p>3.2.2. The less obvious part of perception filters: endogenous filters 57</p>
<p>3.2.3. Filters in the service of Collective Intelligence 86</p>
<p>3.2.4. Why do some personalities seem difficult to you? 88</p>
<p>3.3. Diversity and stress: different survival behaviors 89</p>
<p>3.3.1. The origin of survival behaviors 90</p>
<p>3.3.2. How do survival behaviors manifest? 90</p>
<p>3.3.3. Main causes of survival behavior 91</p>
<p>3.3.4. Survival behaviors and adaptation 94</p>
<p>3.4. Conclusion on the elements of diversity 96</p>
<p>Chapter 4. What is Leadership? A Note on Works about Leadership and a Tentative Definition of Leadership 99</p>
<p>4.1. A note on works about leadership 99</p>
<p>4.2. Tentative definition of leadership 105</p>
<p>4.3. Three premises of leadership 106</p>
<p>4.3.1. Leadership is relational 106</p>
<p>4.3.2. Leadership is a–hierarchical 111</p>
<p>4.3.3. Leadership is contextual 123</p>
<p>4.4. Links between Collective Intelligence and Leadership 126</p>
<p>4.4.1. What are the links? 126</p>
<p>4.4.2. Possible deviations 127</p>
<p>4.4.3. Conclusion on the links between Collective Intelligence and Leadership 128</p>
<p>4.5. Leadership, to mediate between opposing sides 131</p>
<p>4.6. Leadership: transcending organizational or cultural differences 136</p>
<p>4.6.1. Leadership and organization: example of a matrix organization 136</p>
<p>4.6.2. Leadership: overcoming cultural differences 138</p>
<p>4.7. Conclusions about leadership 145</p>
<p>Chapter 5. Postures and Roles of a Leader to Develop Collective Intelligence 147</p>
<p>5.1. Introduction: learning to be a leader 147</p>
<p>5.2. The postures of a leader 149</p>
<p>5.2.1. Behaving like a learner 149</p>
<p>5.2.2. Demonstrating responsibility 155</p>
<p>5.2.3. Treating other people as equals 160</p>
<p>5.3. The roles of a leader, in the service of Collective Intelligence 163</p>
<p>5.3.1. Role of a leader in relation to the Vision 163</p>
<p>5.3.2. Role of a leader in relation to the Structure 165</p>
<p>5.3.3. Role of a leader in relation to individuals and their skills 168</p>
<p>5.3.4. Main actions of a leader, manager or non–manager, over individuals and their skills 185</p>
<p>Chapter 6. The Skills of a Leader in the Service of Collective Intelligence 189</p>
<p>6.1. Being a leader: a sum of personal skills for self–control 189</p>
<p>6.1.1. Ensuring maximum mobility of the filter slider 189</p>
<p>6.1.2. Knowing yourself and controlling your impact 192</p>
<p>6.1.3. Ensuring an emotional/rational balance 198</p>
<p>6.1.4. Appearing both close and distant 206</p>
<p>6.1.5. Developing a No. 10 Ego 207</p>
<p>6.1.6. Being perceived as authentic: a must! 211</p>
<p>6.1.7. Getting rid of authoritarianism 218</p>
<p>6.2. Being a leader: the sum of relational skills to influence 220</p>
<p>6.2.1. The criteria of influence 221</p>
<p>6.2.2. The fundamentals of successful communication 225</p>
<p>6.2.3. Practicing feedback: a relational technique 236</p>
<p>6.2.4. Using communication techniques to make people accept responsibility 240</p>
<p>6.2.5. Public speaking 247</p>
<p>6.2.6. Practicing real delegation 258</p>
<p>6.2.7. Being proactive 261</p>
<p>6.2.8. Taking care to motivate people according to individual expectations 262</p>
<p>6.2.9. Coaching when necessary 264</p>
<p>6.2.10. Conducting difficult conversations 277</p>
<p>6.3. Being a leader: creating sense 306</p>
<p>6.3.1. The question of context and its impact 307</p>
<p>6.3.2. What to observe when studying context? 308</p>
<p>Conclusion 335</p>
<p>Bibliography 339</p>
<p>Index 343</p>
<p>Chapter 1. Relevance and Foundations of Collective Intelligence 1</p>
<p>1.1. Adapting to a world in complete transformation 1</p>
<p>1.2. The pillars of a company in development, the foundations of Collective Intelligence 6</p>
<p>1.3. Conclusion 11</p>
<p>Chapter 2. People: The Heart of the Collective Intelligence Development Process 13</p>
<p>2.1. Collective Intelligence: a largely untapped resource 14</p>
<p>2.2. Lack of Collective Intelligence: causes and consequences 16</p>
<p>2.2.1. The causes of Collective Unintelligence 16</p>
<p>2.2.2. The consequences of Collective Unintelligence 19</p>
<p>2.3. Five good reasons to raise the level of Collective Intelligence 24</p>
<p>2.3.1. Getting away from Collective Unintelligence 24</p>
<p>2.3.2. Making infrastructure more permeable 25</p>
<p>2.3.3. Less individualism, more collective work and less control 26</p>
<p>2.3.4. Increasing the intangible wealth of a company 32</p>
<p>2.3.5. To implement change 36</p>
<p>2.3.6. Conclusions about the reasons to increase the level of Collective Intelligence 38</p>
<p>2.4. Collective Intelligence: an obvious choice faced with a fundamental paradox 39</p>
<p>2.4.1. The paradox 39</p>
<p>2.4.2. Consequences of this paradox: the small range of personalities present in companies 40</p>
<p>2.4.3. Conclusion: the necessity of understanding diversity to move toward complementarity 43</p>
<p>Chapter 3. Developing Collective Intelligence: Understanding People and Diversity 45</p>
<p>3.1. Diversity? A matter of interpretation! 46</p>
<p>3.1.1. Report of the mechanism of interpretations 47</p>
<p>3.1.2. The devastating effects of interpretation on Collective Intelligence the necessity of practicing scientific reasoning 51</p>
<p>3.2. Understanding people through perception filters 54</p>
<p>3.2.1. The obvious part of perception filters: exogenous filters 55</p>
<p>3.2.2. The less obvious part of perception filters: endogenous filters 57</p>
<p>3.2.3. Filters in the service of Collective Intelligence 86</p>
<p>3.2.4. Why do some personalities seem difficult to you? 88</p>
<p>3.3. Diversity and stress: different survival behaviors 89</p>
<p>3.3.1. The origin of survival behaviors 90</p>
<p>3.3.2. How do survival behaviors manifest? 90</p>
<p>3.3.3. Main causes of survival behavior 91</p>
<p>3.3.4. Survival behaviors and adaptation 94</p>
<p>3.4. Conclusion on the elements of diversity 96</p>
<p>Chapter 4. What is Leadership? A Note on Works about Leadership and a Tentative Definition of Leadership 99</p>
<p>4.1. A note on works about leadership 99</p>
<p>4.2. Tentative definition of leadership 105</p>
<p>4.3. Three premises of leadership 106</p>
<p>4.3.1. Leadership is relational 106</p>
<p>4.3.2. Leadership is a–hierarchical 111</p>
<p>4.3.3. Leadership is contextual 123</p>
<p>4.4. Links between Collective Intelligence and Leadership 126</p>
<p>4.4.1. What are the links? 126</p>
<p>4.4.2. Possible deviations 127</p>
<p>4.4.3. Conclusion on the links between Collective Intelligence and Leadership 128</p>
<p>4.5. Leadership, to mediate between opposing sides 131</p>
<p>4.6. Leadership: transcending organizational or cultural differences 136</p>
<p>4.6.1. Leadership and organization: example of a matrix organization 136</p>
<p>4.6.2. Leadership: overcoming cultural differences 138</p>
<p>4.7. Conclusions about leadership 145</p>
<p>Chapter 5. Postures and Roles of a Leader to Develop Collective Intelligence 147</p>
<p>5.1. Introduction: learning to be a leader 147</p>
<p>5.2. The postures of a leader 149</p>
<p>5.2.1. Behaving like a learner 149</p>
<p>5.2.2. Demonstrating responsibility 155</p>
<p>5.2.3. Treating other people as equals 160</p>
<p>5.3. The roles of a leader, in the service of Collective Intelligence 163</p>
<p>5.3.1. Role of a leader in relation to the Vision 163</p>
<p>5.3.2. Role of a leader in relation to the Structure 165</p>
<p>5.3.3. Role of a leader in relation to individuals and their skills 168</p>
<p>5.3.4. Main actions of a leader, manager or non–manager, over individuals and their skills 185</p>
<p>Chapter 6. The Skills of a Leader in the Service of Collective Intelligence 189</p>
<p>6.1. Being a leader: a sum of personal skills for self–control 189</p>
<p>6.1.1. Ensuring maximum mobility of the filter slider 189</p>
<p>6.1.2. Knowing yourself and controlling your impact 192</p>
<p>6.1.3. Ensuring an emotional/rational balance 198</p>
<p>6.1.4. Appearing both close and distant 206</p>
<p>6.1.5. Developing a No. 10 Ego 207</p>
<p>6.1.6. Being perceived as authentic: a must! 211</p>
<p>6.1.7. Getting rid of authoritarianism 218</p>
<p>6.2. Being a leader: the sum of relational skills to influence 220</p>
<p>6.2.1. The criteria of influence 221</p>
<p>6.2.2. The fundamentals of successful communication 225</p>
<p>6.2.3. Practicing feedback: a relational technique 236</p>
<p>6.2.4. Using communication techniques to make people accept responsibility 240</p>
<p>6.2.5. Public speaking 247</p>
<p>6.2.6. Practicing real delegation 258</p>
<p>6.2.7. Being proactive 261</p>
<p>6.2.8. Taking care to motivate people according to individual expectations 262</p>
<p>6.2.9. Coaching when necessary 264</p>
<p>6.2.10. Conducting difficult conversations 277</p>
<p>6.3. Being a leader: creating sense 306</p>
<p>6.3.1. The question of context and its impact 307</p>
<p>6.3.2. What to observe when studying context? 308</p>
<p>Conclusion 335</p>
<p>Bibliography 339</p>
<p>Index 343</p>