Chapter
2. People: The Heart of the Collective Intelligence Development Process
2.1. Collective Intelligence: a largely untapped resource
2.2. Lack of Collective Intelligence: causes and consequences
2.2.1. The causes of Collective Unintelligence
2.2.2. The consequences of Collective Unintelligence
2.3. Five good reasons to raise the level of Collective Intelligence
2.3.1. Getting away from Collective Unintelligence
2.3.2. Making infrastructure more permeable
2.3.3. Less individualism, more collective work and less control
2.3.4. Increasing the intangible wealth of a company
2.3.5. To implement change
2.3.6. Conclusions about the reasons to increase the level of Collective Intelligence
2.4. Collective Intelligence: an obvious choice faced with a fundamental paradox
2.4.2. Consequences of this paradox: the small range of personalities present in companies
2.4.3. Conclusion: the necessity of understanding diversity to move toward complementarity
3. Developing Collective Intelligence: Understanding People and Diversity
3.1. Diversity? A matter of interpretation!
3.1.1. Report of the mechanism of interpretations
3.1.2. The devastating effects of interpretation on Collective Intelligence – the necessity of practicing scientific reasoning
3.2. Understanding people through perception filters
3.2.1. The obvious part of perception filters: exogenous filters
3.2.2. The less obvious part of perception filters: endogenous filters
3.2.3. Filters in the service of Collective Intelligence
3.2.4. Why do some personalities seem difficult to you?
3.3. Diversity and stress: different survival behaviors
3.3.1. The origin of survival behaviors
3.3.2. How do survival behaviors manifest?
3.3.3. Main causes of survival behavior
3.3.4. Survival behaviors and adaptation
3.4. Conclusion on the elements of diversity
4. What is Leadership? A Note on Works about Leadership and a Tentative Definition of Leadership
4.1. A note on works about leadership
4.2. Tentative definition of leadership
4.3. Three premises of leadership
4.3.1. Leadership is relational
4.3.2. Leadership is a-hierarchical
4.3.3. Leadership is contextual
4.4. Links between Collective Intelligence and Leadership
4.4.1. What are the links?
4.4.2. Possible deviations
4.4.3. Conclusion on the links between Collective Intelligence and Leadership
4.5. Leadership, to mediate between opposing sides
4.6. Leadership: transcending organizational or cultural differences
4.6.1. Leadership and organization: example of a matrix organization
4.6.2. Leadership: overcoming cultural differences
4.7. Conclusions about leadership
5. Postures and Roles of a Leader to Develop Collective Intelligence
5.1. Introduction: learning to be a leader
5.2. The postures of a leader
5.2.1. Behaving like a learner
5.2.2. Demonstrating responsibility
5.2.3. Treating other people as equals
5.3. The roles of a leader, in the service of Collective Intelligence
5.3.1. Role of a leader in relation to the Vision
5.3.2. Role of a leader in relation to the Structure
5.3.3. Role of a leader in relation to individuals and their skills
5.3.4. Main actions of a leader, manager or non-manager, over individuals and their skills
6. The Skills of a Leader in the Service of Collective Intelligence
6.1. Being a leader: a sum of personal skills for self-control
6.1.1. Ensuring maximum mobility of the filter slider
6.1.2. Knowing yourself and controlling your impact
6.1.3. Ensuring an emotional/rational balance
6.1.4. Appearing both close and distant
6.1.5. Developing a No. 10 Ego
6.1.6. Being perceived as authentic: a must!
6.1.7. Getting rid of authoritarianism
6.2. Being a leader: the sum of relational skills to influence
6.2.1. The criteria of influence
6.2.2. The fundamentals of successful communication
6.2.3. Practicing feedback: a relational technique
6.2.4. Using communication techniques to make people accept responsibility
6.2.6. Practicing “real delegation”
6.2.8. Taking care to motivate people according to individual expectations
6.2.9. Coaching, when necessary
6.2.10. Conducting difficult conversations
6.3. Being a leader: creating sense
6.3.1. The question of context and its impacts
6.3.2. Vision, values and behaviors in a Company: an indispensable coherence
Other titles from iSTE in Cognitive Science and Knowledge Management
Collective Intelligence Development in Business
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