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Rescooped by Vincent PEIFFERT from Graphic Facilitation and Sketchnoting
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Learning Graphic Facilitation - Tools by Bigger Picture

For the past 2 years we have experimented with a new format - Created communication and dialogue tools by drawing - AND filming. With over 25 client an
Via Jose Luis Anzizar
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Rescooped by Vincent PEIFFERT from Surviving Leadership Chaos
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8 questions for improving your leadership 

8 questions for improving your leadership  | Facilitation | Scoop.it
Here are some questions to help you evaluate whether your leadership contributes to a culture of encouragement.

Via donhornsby
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donhornsby's curator insight, April 7, 10:22 AM
Do you express a positive attitude toward the objective or goal to be accomplished? 

(From the article): Sometimes the only time that a person may hear from their manager is when they haven’t performed as expected. This leaves people thinking that the only time anyone cares what they do is when they make a mistake. Rather than allowing people to constantly guess whether or not they are performing as expected, you should take every opportunity to express heartfelt appreciation for the efforts of others whether the task be small or large. You also want to encourage others to express appreciation to members of the team. Cultivating a culture of appreciation will increase both morale and productivity.
Ivon Prefontaine's curator insight, April 7, 10:35 AM
It is definitely necessary to improve functionality of community and organization as opposed to dysfunction.
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4 Hard Questions to Ask About Your Company’s Purpose

4 Hard Questions to Ask About Your Company’s Purpose | Facilitation | Scoop.it
It needs to hold up through uncertain times.

Via donhornsby
Vincent PEIFFERT's insight:
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
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donhornsby's curator insight, March 23, 9:14 AM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
Roger Francis's curator insight, March 23, 12:28 PM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
Dean J. Fusto's curator insight, March 23, 2:06 PM
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
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The 7 Best Traits All Authentic Leaders Have in Common

The 7 Best Traits All Authentic Leaders Have in Common | Facilitation | Scoop.it
Knowing who you are and what you stand for is the first step in building a culture of growth and transparency.

Via Kevin Watson, donhornsby
Vincent PEIFFERT's insight:
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
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donhornsby's curator insight, March 24, 9:48 AM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
Roger Francis's curator insight, March 24, 1:37 PM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
Stephanie Gilchrist's curator insight, March 25, 12:08 PM
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
 Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
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Don't just listen to, listen through 

Don't just listen to, listen through  | Facilitation | Scoop.it
Effective leadership requires a high level of emotional intelligence that enables us to understand how the things we say and do come across to others.

Via donhornsby
Vincent PEIFFERT's insight:
(From the article): Effective leadership requires a high level of emotional intelligence that enables us to understand how the things we say and do come across to those around us. That said, it’s easy to say “don’t be that guy” when somebody says something offensive; what’s more difficult is preventing “that guy” from knocking us off our own game.
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donhornsby's curator insight, March 4, 11:15 AM
(From the article): Effective leadership requires a high level of emotional intelligence that enables us to understand how the things we say and do come across to those around us. That said, it’s easy to say “don’t be that guy” when somebody says something offensive; what’s more difficult is preventing “that guy” from knocking us off our own game.
Ariana Amorim's curator insight, March 9, 6:05 AM
(From the article): Effective leadership requires a high level of emotional intelligence that enables us to understand how the things we say and do come across to those around us. That said, it’s easy to say “don’t be that guy” when somebody says something offensive; what’s more difficult is preventing “that guy” from knocking us off our own game.
Rescooped by Vincent PEIFFERT from Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
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Why Multitasking is Killing Your Brain

Multitasking is Killing Your Brain - Life Tips. - Medium
Many people believe themselves to be multitasking masters, but could it all be in their heads?

Via Daniel Watson, luc taesch, Claude Emond
Vincent PEIFFERT's insight:

...and why stopping to do this will improve your performance significantly

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Salim Bennouri's curator insight, March 11, 7:14 AM

 

As a business owner you will always have a lot on your plate, and if you are like most business owners, you will pride yourself on your ability to multitask in order to get everything done. Research has long shown that multitasking is actually a very inefficient way in which to operate, yet business owners tend to take little notice of such research findings. Perhaps, if you were conscious of what multitasking is doing to your brain, you might review your modus operandi, and focus on monotasking instead. This article should be a wake up call for every business owner who sees multitasking as a virtue.

Alexandru Otelea's curator insight, March 19, 3:43 AM

This article breaks the myths. Many people believe the multitasking it a skill of which they are proud. It's not! Let's listen the studies.

Antonio Ormachea's curator insight, April 1, 12:32 PM

 

As a business owner you will always have a lot on your plate, and if you are like most business owners, you will pride yourself on your ability to multitask in order to get everything done. Research has long shown that multitasking is actually a very inefficient way in which to operate, yet business owners tend to take little notice of such research findings. Perhaps, if you were conscious of what multitasking is doing to your brain, you might review your modus operandi, and focus on monotasking instead. This article should be a wake up call for every business owner who sees multitasking as a virtue.

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The 7 Qualities of People Who Are Highly Respected

The 7 Qualities of People Who Are Highly Respected | Facilitation | Scoop.it
Leaders are judged on their results and respected for how well they treat people.

Via donhornsby
Vincent PEIFFERT's insight:
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
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Roger Francis's curator insight, March 16, 2:43 AM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
nathalie chiasson's curator insight, March 16, 8:07 AM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
Cameron Larsuel's curator insight, March 16, 4:55 PM
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
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The Power Of Thank You

The Power Of Thank You | Facilitation | Scoop.it

The two most important words that inspire action are thank you.   


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donhornsby's curator insight, February 23, 10:12 AM

(From the article): So say thank you every day – Not just to your unsung heroes who help you, but also to your peers, supervisors, customers, friends and children. Don’t take them for granted. Write a personal note. Take them to lunch. Send them a small gift. Acknowledge the good things that they do and the difference they make.

 

Most of all – do it sincerely. You’ll be impressed with the actions that follow.

Ivon Prefontaine's curator insight, February 23, 1:37 PM

I found thank you along with greeting students and parents and acknowledging my errors were important in my pedagogic relationships.

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L’équipe idéale ? 7 personnes au maximum

L’équipe idéale ? 7 personnes au maximum | Facilitation | Scoop.it
Google dispose d’un mode de management atypique envié, notamment des jeunes générations. Rencontre avec David Yana, DRH France, qui décortique notamment leur mode de constitution des équipes et d’évaluation des managers.
Nous sommes en...

Via Nathalie Enriquez > "Intégrer l'humain au digital"
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Nathalie Enriquez > "Intégrer l'humain au digital"'s curator insight, February 10, 10:46 AM

"on ne devient pas manager par reconnaissance ou par statut mais parce qu’on a fait ses preuves au sein d’une équipe, que l’on a prouvé sa capacité à fédérer et à accompagner les autres ou que l’on a une véritable envie de gérer une équipe" "C’est avant tout ses compétences humaines et sa capacité de coaching. Il doit savoir fédérer son équipe sans être autoritaire. Il doit jouer le rôle d’un guide, tant dans les phases de recherche ou de flottement que d’ascension et de réussite, et non agir comme un chef"

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Leaders Need Three Kinds of Focus

Leaders Need Three Kinds of Focus | Facilitation | Scoop.it
I once worked with a CEO who was paranoid about results, so much so that he never cared for relationships with those who delivered the results. The end results weren’t surprising - the intended results were never delivered because people either stopped caring or moved on. The loss was almost

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Confessions of a Professional Facilitator: facilitation secrets

Confessions of a Professional Facilitator: facilitation secrets | Facilitation | Scoop.it
facilitation principles techniques and practices for successful meetings.

Via Mark Pixley, Vincent PEIFFERT
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Confessions of a Professional Facilitator: facilitation secrets

Confessions of a Professional Facilitator: facilitation secrets | Facilitation | Scoop.it
facilitation principles techniques and practices for successful meetings.

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5 façons de couler sa boîte | Contrepoints

5 façons de couler sa boîte | Contrepoints | Facilitation | Scoop.it

Les pièges à éviter pour que le succès soit au rendez-vous.


Via Bastien Gerland
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Bastien Gerland's curator insight, December 22, 2015 8:41 AM
Inspiration pour ne pas perdre le cap et sortir la tête du guidon à temps !
Michel CEZON's curator insight, December 23, 2015 2:53 AM

1. La suffisance

2. La myopie

3. L’entêtement

4. La mégalomanie

5. La cupidité

Les 5 façons les plus efficaces d’échouer son business sont liés à l'humain bien avant l'idée ou la technologie :-)

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When do you find time to lead in your own way?

When do you find time to lead in your own way? | Facilitation | Scoop.it

When do you find time to lead in your own way?


Via donhornsby
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donhornsby's curator insight, April 6, 8:20 AM
(From the article): We may find it energizing or motivating to be around other people. It may be helpful for us to collaborate, to have a companion on our journey. We must know this is our journey, the trip we are deeply drawn to take. Our leadership, no matter how we understand it, comes from who we are. As we begin, and as we take each step along the way, we pause and take a breath. We do not allow anyone, even ourselves, to rush us into anything. We look, we see, then we act.
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10 Guiding Principles of Organizational Culture

10 Guiding Principles of Organizational Culture | Facilitation | Scoop.it
Editor’s Note: We are pleased to feature this post highlighting Jon Katzenbach, a leading practitioner in organizational strategies and an acclaimed advisor to executives for PwC’s strategy consulting group, Strategy&. Stay tuned for the upcoming CultureU interview with Jon coming soon. How often have you heard somebody talk about the urgent need to change the culture? They […]

Via Claude Emond
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Claude Emond's curator insight, April 12, 11:09 AM

All a question of behaviors.  Attitude creates Altitude

Claude Emond's curator insight, April 12, 11:10 AM

All a question of behaviors.  Attitude creates Altitude

Claude Emond's curator insight, April 12, 11:11 AM

All a question of behaviors.  Attitude creates Altitude. Nice infographic

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Le secret des équipes les plus productives est simple: la gentillesse

Le secret des équipes les plus productives est simple: la gentillesse | Facilitation | Scoop.it
En 2012, Google a lancé le Projet Aristote, une étude dont le but était d'éclaircir un grand mystère managérial: qu'est-ce qui fait qu'une équipe de travail est efficace?
Via Stéphane Einhorn
Vincent PEIFFERT's insight:
Il est toujours bon de rappeler que, pour bien s'entendre, il est préférable de bien savoir s'écouter !
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Stéphane Einhorn's curator insight, March 23, 10:06 AM
Il est toujours bon de rappeler que, pour bien s'entendre, il est préférable de bien savoir s'écouter !
Nathalie Enriquez > "Intégrer l'humain au digital"'s curator insight, March 25, 5:01 AM
Il est toujours bon de rappeler que, pour bien s'entendre, il est préférable de bien savoir s'écouter !
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How People Learn to Become Resilient

How People Learn to Become Resilient | Facilitation | Scoop.it

“We can become less resilient, or less likely to be resilient,” Bonanno says. “We can create or exaggerate stressors very easily in our own minds. That’s the danger of the human condition.” Human beings are capable of worry and rumination: we can take a minor thing, blow it up in our heads, run through it over and over, and drive ourselves crazy until we feel like that minor thing is the biggest thing that ever happened. In a sense, it’s a self-fulfilling prophecy. Frame adversity as a challenge, and you become more flexible and able to deal with it, move on, learn from it, and grow. Focus on it, frame it as a threat, and a potentially traumatic event becomes an enduring problem; you become more inflexible, and more likely to be negatively affected.


Via David Hain, donhornsby
Vincent PEIFFERT's insight:

Resilience deconstructed! Turns out it is a skill set that can, and should, be learned and practised.

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Flurries Unlimited's curator insight, March 8, 4:43 PM

Resilience deconstructed! Turns out it is a skill set that can, and should, be learned and practised.

Karlton B McIver's curator insight, March 9, 7:52 AM

Resilience deconstructed! Turns out it is a skill set that can, and should, be learned and practised.

Johan Meiring Van Zyl's curator insight, April 4, 8:43 AM

Resilience deconstructed! Turns out it is a skill set that can, and should, be learned and practised.

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Rewards and Recognition Done Right

Rewards and Recognition Done Right | Facilitation | Scoop.it
Rewards and recognition programs can be an important part of your organization’s incentive plan. However, if they are implemented wrong, they can backfire.

Via donhornsby
Vincent PEIFFERT's insight:
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
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donhornsby's curator insight, March 4, 10:25 AM
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
Roger Francis's curator insight, March 4, 11:56 AM
(From the article): Deliberate the delivery
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
Dean J. Fusto's curator insight, March 4, 3:18 PM
(From the article): Deliberate the delivery
 
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
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Six Reasons Why Young Employees Will Want To Stay With Your Company

Six Reasons Why Young Employees Will Want To Stay With Your Company | Facilitation | Scoop.it

 This article will attempt to identify some reasons why millennials (at least ones like me) want to stay at an organization, and what makes us jump around the industry, or even cross-over into a new one.


Via donhornsby
Vincent PEIFFERT's insight:
(From the article): Trust, transparency, feedback, honesty, and availability. These are all things we look for in a role and a company. We don’t separate work from personal life, which means we crave fulfilling and meaningful work. But, in order to get better everyday, we need some guidance from older, more experienced employees. Make yourself available, even if it’s just 10 minutes, where we can ask questions, get honest feedback, and combine our “learning by doing” with “learning by asking” to keep us curious, inspired, and devoted to do good work and produce results.
Take this mentorship one step further, and invest in our desire to learn. Send us to conferences and events where we’ll spend a day learning and listening to leaders in the industry. Connect us with your friends and contacts in the industry who are willing to grab coffee or talk on the phone. Support us if we want to enroll in an online course that’s related to our role and industry. We want to be better, smarter, more productive employees, and if we are committed to improving ourselves, you can help us out by supporting our drive.
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donhornsby's curator insight, March 10, 10:23 AM
(From the article): Trust, transparency, feedback, honesty, and availability. These are all things we look for in a role and a company. We don’t separate work from personal life, which means we crave fulfilling and meaningful work. But, in order to get better everyday, we need some guidance from older, more experienced employees. Make yourself available, even if it’s just 10 minutes, where we can ask questions, get honest feedback, and combine our “learning by doing” with “learning by asking” to keep us curious, inspired, and devoted to do good work and produce results.
Take this mentorship one step further, and invest in our desire to learn. Send us to conferences and events where we’ll spend a day learning and listening to leaders in the industry. Connect us with your friends and contacts in the industry who are willing to grab coffee or talk on the phone. Support us if we want to enroll in an online course that’s related to our role and industry. We want to be better, smarter, more productive employees, and if we are committed to improving ourselves, you can help us out by supporting our drive.
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What Is Corporate Culture?

“At its worst, culture can be a drag on productivity. At its best, it is an emotional energizer. Here's how companies can use it to gain a competitive advantage.”
Via Claude Emond
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Claude Emond's curator insight, February 20, 9:47 AM

Nice little video that explain a few very important concepts in 2 minutes and a half!

Claude Emond's curator insight, February 20, 9:48 AM

Nice little video that explain a few very important concepts in 2 minutes and a half!

Claude Emond's curator insight, February 20, 9:49 AM

Nice little video that explain a few very important concepts in 2 minutes and a half!

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ITW Jean-François ZOBRIST sur l’organisation de l’entreprise FAVI | Excellence-Operationnelle.TV

ITW Jean-François ZOBRIST sur l’organisation de l’entreprise FAVI | Excellence-Operationnelle.TV | Facilitation | Scoop.it
“Je suis vraiment très chanceux de faire ce que je fais... Et je m'en rends d'autant plus compte, quand je fais des rencontres comme celle de Jean-François”
Via Bastien Gerland
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Bastien Gerland's curator insight, December 19, 2013 6:47 AM

Une vidéo passionnante de Jean-François ZOBRIST sur l'organisation de l'entreprise FAVI.

Une étude de cas qui met en avant l'ingénierie organisationnelle, l'innovation sociale et une modification nécessaire des pratiques managériales dans les entreprises d'aujourd'hui.


Avant (pendant les 30 glorieuses), le changement était utile pour gagner de l'argent.


Aujourd'hui, la changement est nécessaire pour survirvre.


Bon sens au coeur des entreprises, expliquer le pourquoi et laisser faire le comment ! Une ITW très intéressante à ne pas louper...


via http://www.excellence-operationnelle.tv

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Que coûte et que rapporte l’entreprise libérée ?

Que coûte et que rapporte l’entreprise libérée ? | Facilitation | Scoop.it
La masse salariale augmente, les services supports se multiplient, mais l’entreprise s’y retrouve.

Via Brigitte Quinton
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Brigitte Quinton's curator insight, February 14, 3:33 AM

Finalement, libérer son entreprise, est-ce bien rentable ?

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The Iceberg

The Iceberg | Facilitation | Scoop.it

“ The iceberg model, used in system dynamics, is a base note to our scribing practice. To diagnose a room and reveal where sense-making of the spoken word is most needed, we can refer to these tiers:...”


Via Roberta Faulhaber, Jose Luis Anzizar
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Un point sur Zappos : l'entreprise qui bannit les chefs

Un point sur Zappos : l'entreprise qui bannit les chefs | Facilitation | Scoop.it
Filiale d'Amazon, l'entreprise Zappos a supprimé tous les échelons hiérarchiques. L'expérience - l'une des plus...

Via Annie Longeot, EMATOPIE, JP Fourcade, david lemesle
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Annie Longeot's curator insight, January 13, 4:05 PM

Intéressant, au-delà de l'image d'épinal.

Isabelle Goyon's curator insight, January 22, 12:46 PM

« Beaucoup de gens ont besoin d'un chef qu'ils peuvent admirer quand tout va bien, et blâmer quand tout va mal. La hiérarchie imposée dans les entreprises classiques est reposante. La honte, l'échec et l'angoisse sont réduits à leur strict minimum »

Rescooped by Vincent PEIFFERT from Facilitation in Motion
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Blog reussir-son-entreprise.fr - La Facilitation, c'est quoi ?

“ La « facilitation » pour rendre les choses plus simple et faire des salariés des acteurs du changement. C'est aussi révéler et optimiser les leviers de l’intel…”


Via Réussir Son Entreprise, david lemesle, Bastien Gerland, Ucka Ludovic Ilolo
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Geemik Maria Açucena Da Silva's curator insight, July 20, 2015 5:03 AM

"La « facilitation » pour rendre les choses plus simple rendre les salariés acteurs du changement et aussi pour révéler et optimiser les leviers de l’intelligence collective "

Véronique D's curator insight, August 9, 2015 4:38 PM

"La « facilitation » pour rendre les choses plus simple rendre les salariés acteurs du changement et aussi pour révéler et optimiser les leviers de l’intelligence collective "

Bastien Gerland's curator insight, January 3, 2:02 PM
Une excellente présentation de ce qu'est la facilitation ! Bravo à l'auteur