Development through collaborative work Tutorial

Unlock the power of teamwork with 'Development through Collaborative Work.' Discover how collaboration enhances individual growth, boosts motivation, and fosters a deeper understanding in the workplace. Learn to become not just a stonecutter but a cathedral builder! Embrace this engaging journey of innovation and shared leadership that leads to personal and professional success.

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résultat(s)
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67% of respondents said they would like to collaborate more.
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Working in groups is the most efficient way in terms of performance and results.
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What about in terms of the individual development of our collaborators?
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Does working together in a meeting help people grow?
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Yes,
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first,
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because it helps them broaden their vision.
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Next,
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it boosts motivation,
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and finally,
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it sensitizes them
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to working together on a daily basis.
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Let's start with the vision.
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Within a group in which individualities are
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expressed and information and opinions are exchanged,
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employees gain perspective on their own work and the department.
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By developing their ability to understand others
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and put themselves in their shoes,
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they can better understand the issues at stake,
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not just in their job but in their department.
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Curious about other people,
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they will develop observational listening,
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benchmarking,
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and analytical skills.
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Their vision will consequently be more systemic,
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making them able to carry out projects with more meaning.
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Instead of simply focusing on their own road map and mission,
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they will realize that the stone they are carving alone
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contributes to building a cathedral with other people.
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Upgrading from stonecutter to cathedral builder,
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they will anticipate actions and changes.
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They will have the flexibility
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to adjust the size of their stone
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according to what they observed the fellow builders
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and what they see happening in the future.
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As a manager,
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you normally have this prior knowledge
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acquired through exchanging with everyone,
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including your own manager.
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It is this knowledge that makes you the best decision maker
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when individuals are struggling to decide because they keep their heads
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to the grindstone by giving them time as a group,
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you are also endowing them with the systemic vision that
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will make them better decision makers and pioneers of innovation.
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Let's move on to motivation.
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Individuals who interact and co-construct boost their motivation.
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It is more motivating to know that we are building a cathedral together
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than to believe we are just cutting a stone in our corner.
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Working in a group promotes engagement,
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stimulation,
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and a ripple effect from the most dynamic to the slowest.
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In short,
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collective stimulation generates individual motivation.
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Together we feel stronger and capable of climbing mountains.
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It has been proven
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that it is easier to apply the decisions we have
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thought about and about which we have been listened to,
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even if our opinion was not accepted.
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More involved,
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we become motivated and even ambassadors for these decisions.
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We also believe more in the projects to which we have contributed.
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One of the best ways to create agreement is co-construction.
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This is what the proponents of co-creation with clients have demonstrated
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by holding regular co-creation meetings with the client,
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not only can the client's needs be better met,
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but more importantly,
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it has been noticed that the client adheres more easily to the suggested solution
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instead of kicking down the sand castle that took weeks to be built.
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All design thinking approaches place the customer
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at the heart of the construction process,
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fostering motivation and agreement.
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The same applies to employees.
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Involve them
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on the construction of the projects or in the implementation of
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a change by asking them for their opinions and their contribution.
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Their motivation will be boosted.
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Freedom form companies that put employees at the heart of a group
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decision making process talk about the power of adhesion through participation.
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Jean Michel Brie explains in his book on group intelligence
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that making an idea effective is due much more to adhesion
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than to the quality of the idea itself.
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E equals q times A 8.
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The effectiveness of an idea equals the quality of the idea
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multiplied by the adhesion it gets to the power 8.
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An employee of the Freedom form company Favy,
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a foundry company,
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reports with a smile that the problem with this
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style of organization in collaborative mode where decisions are shared
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is that they can no longer complain.
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How can you complain and not adhere to what has been decided collectively?
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Last but not least,
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meetings are an opportunity for employees
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to improve their ability to work together
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in a collaborative mode
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which will serve them for their entire career.
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Why is collaborative work set to be at the heart of tomorrow's management?
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Because it is flexible and allows the client to be
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put back in the heart of the construction process.
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Because it will be an opportunity for teleworkers
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to maintain social interactions with their colleagues
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instead of working alone on their files
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because we save time when we move forward together
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if we have the right collaborative tools and know how to facilitate collective work
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because young people are team players
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looking for collaboration out of love for co-creation.
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Because collaborative work fosters team cohesion,
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which will later be strong enough to support all the upcoming changes.
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Because rigid structures and silos are gradually being replaced
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by a livelier and more organic form of organization
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with many cross-disciplinary bridges and projects,
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hence the flexibility.
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Therefore,
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by setting up collaborative meetings,
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you will teach your teams to work together in a shared leadership style.
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They will then use these collaborative skills outside
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of their department and during cross-functional meetings.
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It is indeed essential to learn to work transversely with other teams,
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other professions without always being able to.
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Hierarchical power to make decisions.
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The younger generations believe
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that the most necessary talents that they will need tomorrow
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to succeed professionally
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are human qualities.
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This is indeed essential.
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Working in a collaborative mode requires great human qualities,
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being open,
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listening,
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being curious about the vision of others,
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but also being assertive,
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daring to express oneself in front of everyone,
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taking the risk of failure.
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Working in a collaborative mode
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also requires leaving a competitive mode for a mode of sharing,
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networking,
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spontaneous mutual aid.
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Demonstrating emotional intelligence
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to understand and manage one's own emotions and those of others,
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emotions that are exacerbated in group life.
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Why make team meetings collaborative work moments to broaden the team's vision,
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boost their motivation,
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and finally make them used to cross-functional work
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in project mode in an agile mode.

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