{"id":2460,"date":"2020-10-21T08:22:12","date_gmt":"2020-10-21T08:22:12","guid":{"rendered":"https:\/\/coachingsquare.com\/coaching-mentoring-academy\/?p=2460"},"modified":"2024-06-21T07:39:18","modified_gmt":"2024-06-21T07:39:18","slug":"intelligence-collective-versus-team-coaching","status":"publish","type":"post","link":"https:\/\/coachingsquare.com\/coaching-mentoring-academy\/intelligence-collective-versus-team-coaching\/","title":{"rendered":"Intelligence collective versus Team coaching"},"content":{"rendered":"\n

Intelligence collective et Team coaching, quelles diff\u00e9rences ?<\/h1>\n\n\n\n

Pour une \u00e9quipe ou une entreprise, sortir du lot et se d\u00e9marquer devient de plus en plus exigeant. Il est pass\u00e9 le temps o\u00f9 seul un individu brillant et visionnaire pouvait faire la diff\u00e9rence. Les comp\u00e9tences collectives (savoir, pouvoir et vouloir collaborer) sont celles qui d\u00e9sormais seront d\u00e9terminantes pour la cr\u00e9ation d\u2019innovations disruptives. Pour se distinguer de la concurrence et mettre en place des organisations de travail d\u2019avenir. Pour renforcer ces comp\u00e9tences collectives ou pour faire \u00e9merger ce qui s\u2019appelle l\u2019intelligence collective, deux disciplines se compl\u00e8tent\u00a0: Le coaching d\u2019\u00e9quipe <\/a>et la facilitation du d\u00e9veloppement de l\u2019intelligence collective<\/a>.<\/p>\n\n\n\n

Quelle est la convergence ? quelle est la diff\u00e9rence ? Voici quelques \u00e9l\u00e9ments de r\u00e9ponse. <\/p>\n\n\n\n

Que vise le coaching d\u2019\u00e9quipe ?<\/em><\/strong><\/h2>\n\n\n\n

Le coaching d\u2019\u00e9quipe<\/strong> est une discipline nouvelle qui \u00e9mane de la mise en commun de principes de travail et d\u2019outils de la dynamique de groupe (Kurt Lewin<\/a>). Et aussi de la syst\u00e9mique, du coaching, du d\u00e9veloppement du leadership, de la gestion du changement et de la facilitation.<\/p>\n\n\n\n

Le processus est construit pour chercher \u00e0 augmenter le niveau de conscience de l\u2019\u00e9quipe sur son (dys)fonctionnement. Il permet d\u2019augmenter la coh\u00e9sion et la confiance. Il vise \u00e0 augmenter de mani\u00e8re durable les performances collectives de l\u2019\u00e9quipe, et faire en sorte qu\u2019elle devienne le creuset du d\u00e9veloppement individuel de ses membres.<\/p>\n\n\n\n

Le coaching d\u2019\u00e9quipe est un processus essentiellement cognitif.<\/em> Il va chercher \u00e0 partir d\u2019actions dans l\u2019ici et le maintenant \u00e0 identifier comment am\u00e9liorer les comp\u00e9tences collectives<\/em> de l\u2019\u00e9quipe. Le coach va interagir avec le syst\u00e8me<\/em> de l\u2019\u00e9quipe. Il va refl\u00e9ter, confronter, mod\u00e9liser et miroiter ce qui se passe pour que l\u2019\u00e9quipe prenne conscience des sch\u00e9mas individuels et collectifs qui l\u2019emp\u00eachent d\u2019atteindre ses objectifs. Il se pratique en g\u00e9n\u00e9ral au service d\u2019\u00e9quipes de 7 (plus ou moins 2) personnes. M\u00eame si les nouvelles formes de management permettent aujourd\u2019hui l\u2019\u00e9largissement des \u00e9quipes.<\/p>\n\n\n\n

Une approche de coaching d\u2019\u00e9quipe implique a fortiori un moment de diagnostic. Il sera men\u00e9e conjointement et de fa\u00e7on transparente avec les parties prenantes, afin qu\u2019elles prennent conscience de ce qu\u2019elles ont \u00e0 am\u00e9liorer ou \u00e0 changer pour g\u00e9n\u00e9rer des r\u00e9sultats durables. <\/p>\n\n\n\n

Le processus d\u2019accompagnement s\u2019\u00e9tend d\u2019habitude sur plusieurs mois. Il permet \u00e0 l\u2019\u00e9quipe d\u2019exp\u00e9rimenter de nouvelles fa\u00e7ons de faire entre les moments de coaching, et d\u00e9velopper ainsi ses comp\u00e9tences par la pratique.<\/p>\n\n\n\n

Que vise le d\u00e9veloppement de l\u2019intelligence collective ?<\/em><\/strong><\/h2>\n\n\n\n

C\u2019est la capacit\u00e9 des membres d\u2019une \u00e9quipe, d\u2019un groupe ou d\u2019une organisation, \u00e0 interagir d\u2019une fa\u00e7on align\u00e9e et coordonn\u00e9e. Il permet l\u2019\u00e9mergence d\u2019un savoir nouveau, d\u2019un champ de r\u00e9flexion non explor\u00e9 et de capacit\u00e9s d\u2019actions qui permettra d\u2019atteindre des r\u00e9sultats critiques. L\u2019intelligence collective \u00e9quivaut  \u00e0 une capacit\u00e9 cr\u00e9ative collective hors du commun. A une capacit\u00e9 \u00e0 r\u00e9soudre des probl\u00e8mes ou situations complexes.  Toutes les interactions ne cr\u00e9ent donc pas de l’intelligence collective. Il existe de nombreux exemples de groupes qui ne d\u00e9montrent aucune augmentation d’intelligence \u00e0 travers les interactions entre leurs membres individuels – tout du contraire.<\/p>\n\n\n\n

Cette approche s\u2019appuie sur la th\u00e9orie des champs de Otto Scharmer (Th\u00e9orie U). Sur des principes de design thinking. Sur les principes r\u00e9gulant la sagesse des foules (James Surowiecki). Elle s\u2019inspire des travaux de mod\u00e9lisation des facteurs de succ\u00e8s de John et Robert Dilts.<\/p>\n\n\n\n

La facilitation qui permet le d\u00e9veloppement de l\u2019intelligence collective est alors un processus qui va se d\u00e9rouler en \u00e9tapes d\u00e9finies. Traversant des moments de r\u00e9sonances, de synergies et ensuite d\u2019\u00e9mergence pour atteindre cet \u00e9tat de collaboration g\u00e9n\u00e9rative. Ce processus se traverse avec l\u2019accompagnement d\u2019un facilitateur, plus que d\u2019un coach.<\/p>\n\n\n\n

L\u2019IC peut se d\u00e9velopper dans des \u00e9quipes ou des groupes dont la taille n\u2019a plus de limites. Y compris des \u00e9quipes collaborant \u00e0 distances. Les outils seront chaque fois adapt\u00e9s \u00e0 la taille et \u00e0 la configuration du groupe.  <\/p>\n\n\n\n

Accompagner le groupe \u00e0 travers un processus<\/em><\/h2>\n\n\n\n

Faciliter le d\u00e9veloppement de l\u2019intelligence collective<\/strong> va faire appel \u00e0 d\u2019autres formes d\u2019intelligence, comme l\u2019intelligence somatique<\/em> et l\u2019intelligence \u00e9motionnelle<\/em>. Le facilitateur va accompagner le groupe \u00e0 travers un processus guid\u00e9 pour aboutir \u00e0 un r\u00e9sultat non pr\u00e9visible. Il sera plus d\u00e9sirable que celui auquel aurait pu arriver un individu seul. Les comp\u00e9tences collectives auront \u00e9t\u00e9 adress\u00e9es mais ce qui va faire la \u00ab\u00a0diff\u00e9rence qui fait la diff\u00e9rence<\/em>\u00a0\u00bb est la mani\u00e8re d\u2019interagir. De valoriser les diff\u00e9rentes perspectives amen\u00e9es par les membres de l\u2019\u00e9quipe. L’intelligence collective n\u00e9cessite une grande sensibilit\u00e9 sociale, une communication \u00e9quitablement distribu\u00e9e. De la diversit\u00e9 dans la mani\u00e8re de penser et r\u00e9fl\u00e9chir (\u00e9nergie plus f\u00e9minine). Elle est mobilis\u00e9e envers des enjeux qui d\u00e9passent chaque individu qui compose l\u2019\u00e9quipe.<\/p>\n\n\n\n

L\u2019intelligence collective est d\u2019une grande utilit\u00e9 face \u00e0 la complexit\u00e9 quand elle est int\u00e9gr\u00e9e dans la vie quotidienne de l\u2019entreprise. (ses finalit\u00e9s, sa culture, son management, son organisation, ses technologies, son fonctionnement).<\/p>\n\n\n\n

Exemple: Une \u00e9quipe souffre de r\u00e9tention d\u2019information par rapport \u00e0 un objectif donn\u00e9, par manque de confiance.<\/em><\/p>\n\n\n\n

Que peut faire le coach d\u2019\u00e9quipe ? Il va chercher \u00e0 faire prendre conscience \u00e0 l\u2019\u00e9quipe comment cette pratique l\u2019emp\u00eache d\u2019atteindre ses objectifs. Elle va l\u2019accompagner pour d\u00e9passer ces r\u00e9sistances et mettre en place de nouveaux comportements.<\/p>\n\n\n\n

Que va faire le facilitateur en IC ? Il sera plus volontariste et davantage orient\u00e9 \u00ab r\u00e9sultats \u00bb. Il va accompagner l\u2019\u00e9quipe dans l\u2019 \u00e9change d\u2019informations, dans la g\u00e9n\u00e9ration de perspectives multiples et compl\u00e9mentaires, de leur essaimage pour susciter l\u2019\u00e9mergence  d\u2019une collaboration \u00ab g\u00e9n\u00e9rative \u00bb c\u2019est-\u00e0-dire qui aboutira \u00e0 g\u00e9n\u00e9rer quelque chose de jamais produit jusque-l\u00e0 par l\u2019\u00e9quipe. <\/p>\n\n\n\n

Par Philippe Vaneberg, Coach professionnel ICF, Coach d\u2019\u00e9quipe, Facilitateur en d\u00e9veloppement de l\u2019intelligence collective.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Intelligence collective et Team coaching, quelles diff\u00e9rences ? 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