Learning using collective intelligence

Recent debate about artificial intelligence is a symptom of current times. This potential sort of intelligence is slowly entering our organisations and lifestyles.

We may not be fully using a sort of intellect that is far from being replaced by artificial intelligence. Professional co-development captures collaborative intelligence.

The 1980s and 1990s Quebecers Adrien Payette, management professor at the National School of Public Administration, and Claude Champagne, industrial psychologist and human resources manager, invented co-development.

The method uses small group interactions, usually meeting for half a day every month, to improve professional practices by studying each participant's problems.

This approach differs from the standard case study, utilised in management schools, by studying an actual, current case. The case presenter can use the group's intelligence to establish an action plan during the debate. Due to the rich exchanges, everyone will learn.

Co-development emphasises sociality with the “co”. We grow together and everyone helps the group. Following Deci & Ryan's theory of self-determination, we work simultaneously on the three levers of intrinsic motivation: social affiliation, knowledge development and sharing, and autonomy of all group members, who will become more comfortable in their professional practice over time.

A 4-to-8-person group meets monthly for 3 hours. Facilitators usually lead structured exchanges.

Each person alternates three roles:

The "client" discusses his problem, analysis, prospective answers, and primary question to his learning peers.

He acts as a "consultant" by listening carefully and actively to his colleagues' situations and asking questions to clarify context, issues, and horizons. It then provides as many contemplation, solution, idea, tool, reading, and conceptual model opportunities as feasible.

The position of “learner” where he pulls personal learning, reflections, and “client-consultant” interactions he has attended (and contributed to) and can apply to his daily life.

The facilitator guides the discussion through 6 steps:

The “consultants” listen as the “client” explains his issue.

The “consultants” clarify the “client”s situation with inquiries.

After these conversations, the “client” and “consultants” choose the question's angle. This is a consulting contract.

Consultants respond with thoughts, comments, and suggestions. After listening, the customer occasionally clarifies and notes down thoughts.

Based on the advice, the client creates and shares an action plan with the consultants immediately.

Clients and consultants record their learning.

Professional co-development groups have several goals:

Learn and, most importantly, use your knowledge by acting after a meeting.

Many technicians, experts, and employees can use the co-development group. Nearly infinite options exist.

Co-development allows managers with complex difficulties and little or no support to reflect on their practice, make better judgements, innovate, and expand their repertory over time. Meanwhile, they can learn from their colleagues and an experienced management facilitator.

Co-development helps eliminate isolation, build skills, and preserve weak relationships between managers as teleworking becomes more common. This formula increases interaction and brings organisational culture to life and evolve.

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