Les 20 ans de SoL France

Cette année, SoL France http://www.solfrance.org/ fête ses 20 ans. Cette communauté apprenante avait été lancée par un petit comité d´enthousiastes marqués par la foi, l´énergie et les croyances d´Irène Dupoux-Couturier. Irène a mis en rapport des tas de gens dans le monde et s´est investie pour transformer les mentalités.

Personnellement, je suis rentré en contact avec le réseau SoL en 2005, lors du Forum mondial à Vienne. Dans ce Forum, j´ai rencontré Etienne Collignon.

En plus des nombreuses conversations avec Irène et avec Etienne, ces 12 dernières années j´ai eu à échanger et à collaborer avec d´autres membres de SoL France (Alain de Vulpian, Jacques Chaize, Agnès Cabannes, Pierre Goirand, Olivier Arnoud, Lorraine Margherita, Elysabeth Martini, Danièlle Darmouni, Marion Chapsal, Sylvie Mattera, Camila Amaya Castro, etc.), surtout lorsque cette communauté a organisé le Global Forum en 2014, à Paris. Des vrais croyants des systèmes humains apprenants, je dois dire, des personnes qui ont beaucoup investi sur l´apprentissage des organisations.

Pour moi, qui suis en contact avec la société française depuis belle lurette, j´ai senti une concomitance entre les apprentissages de SoL France et l´évolution de la France vers un pays qui à commencer à croire dans une nouvelle forme d´apprendre et de prendre ses opportunités.

En plus d´une publication d´anniversaire, SoL France prépare un évènement du 6 au 9 novembre avec la plus que probable présence de Peter Senge. En tant que Chairman de Global SoL, nous donnerons notre appui à la nouvelle équipe de SoL France.

Learning communities: aligning learning circles

Learning communities and multi-system collaborative initiatives are quite common at both social and business environment. For the last three years, at the Global Association of SOL Communities (GASC), we have been organising a European Learning Journey and Conference. In this post, I explore resistances appearing at this sort of community learning process.

The three learning circles

The first hypothesis sets there are three relevant learning circles in this form of community learning journey:

 

  1. Co-creation: People involved at this stage can learn from virtual meetings, experiences, previous debriefings, books and articles shared among members. All the valuable information is stored in shared folders on the Drive.
  2. Co-facilitation: Because there is not enough space for all co-creators to play a visible facilitator role, some co-creators have to collaborate as a shadow facilitator. The conference enables regular debriefings between visible and shadow facilitators.
  3. Co-dissemination: These are either members of learning networks (ex.: SOL community members) and participants attending to the conference.

Aligning learning circles

The second hypothesis sets that we should pay attention to potential imbalances among the three learning circles:

  1. Imbalance among co-creators: some co-creators believe they can influence on colleagues much more than colleagues can influence on them; some co-creators show uneven energy and commitment throughout the co-creation process, which usually last for few months; as the conference deadline approaches, co-creators become more sensitive to the agenda than to the learning process; finally, quite often co-creators sell their approach as one man shop, loosing the collaborative vision of the journey.
  2. Imbalance between visible and shadow facilitators: visible facilitators get more credit from participants than shadow ones; both visible and shadow facilitators get more credit for the learning journey than participants, however the latter play a relevant role during the learning journey; facilitators tend to believe the learning process ends up with the feedback process.
  3. Imbalance between circles 1, 2 and 3: the success of the conference is too much credited to visible facilitators and not enough to participants; also, co-creators and facilitators leave the conference very enthusiastic but there is little follow up of the co-dissemination process.

Creencias: ahora es así

En 2014 presenté una evolución de creencias que entendemos como tales porque les otorgamos un significado de verdad, es decir, de realidad: ahora es así.

Creaciones surgidas de la nada

La creencia ahora es que nuestra creación o nuestra creatividad deberán estar desconectadas de la historia o del pasado, y por lo tanto deberán ser creaciones surgidas de la nada, similares a las de los dioses. Hasta el más tonto hace relojes, no requiere una capacidad técnica afinada tras años de profesión, le basta con seguir un tutorial o con tener una impresora en 3D.

Comportamientos reversibles

El comportamiento reversible se caracteriza por deshacer lo acordado, no respetar el compromiso contraído o no mostrarse uno coherente con la decisión adoptada (ej.: no presentarse a una reunión sin avisar, mostrar interés por una reunión o evento alternativo y reprogramar de forma caprichosa la agenda personal sin importar el actual compromiso contraído, cambiar de opinión con facilidad, devolver una compra al día siguiente de haberla hecho y sentirse ultrajado si no le aceptan dicha devolución). El comportamiento reversible está asociado con un déficit de responsabilidad o con un compromiso frágil, que a su vez está relacionado con el déficit de confianza y con el incremento de incertidumbre que resentimos.

Calidad interactiva

Creemos tanto en el valor de lo caduco sobre lo perenne, de lo que fluye sobre lo que permanece, o de la multi-tarea sobre la mono-tarea, que tanto en nuestro rol de productores como en el de consumidores nos basta con una concentración a baja resolución, difuminada, low effort, propia de la economía del truco. Esta creencia requiere de gran calidad interactiva, que se traduzca en una entrega revisable y mejorable siempre que el cliente lo solicite, y sin caer en el exceso de permisividad ya que tiene impacto en el coste. Ahora es así.

Y segmentaciones dinámicas

En términos de entrega de la marca desde la relación que conseguimos con el cliente, las creencias y prácticas anteriores sugieren una propuesta de segmentación dinámica, basada en gestionar de manera puntual y «sobre la marcha» el estado relacional-emocional del cliente. Ahora es así. En mi libro El sentido compartido (2014) ya presento esta forma de segmentación.

Five business containers for collaborative leadership

In a previous post, I mentioned how relevant organizational containers are to help self-organize individuals and teams activities. I´m focusing myself on five containers:

  • Adopting a systemic model: each pillar in the model helps to explain both individual and team activities.
  • Generating future business scenarios: plausible futures help to expand individual and team perspectives; desired future requires individuals and teams willing to share a vision.
  • Sharing common vision and brand architecture: brand claim, touch points and storytelling fixes individual and team desired interactions with clients.
  • Developing business principles and cultural identity awareness: business principles pose individual limits to collective action; they are often connected to brand touch-points.
  • Creating a sustainable collaborative habitat: multi-system learning communities become containers for adding individual value and for learning how to expand business.

Implementing any of the above container requires both individual and collective learning mostly through a collaborative conversations process. Collaborative leadership implies influencing system learning and adaptation through the selected container, while been sensitive to individual and team resistances to learn and adapt.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Communities in Collaborative Leadership

communities

If client experience is part of your brand promise, then learning communities might be relevant collaborative leadership containers to deliver your brand promise to clients. Both client experience and brand promise are strongly connected to improve people agency. What questions shall we address to inter-connect these three circles? (see above).

How do we incorporate clients voice internally? What collaborative technology shall we use to improve people agility and agency? What client-centered conversations are relevant? Do people need to learn collaborative leadership approaches in order to align individual skills and collective capabilities to brand promise? How do we balance between thinking, talking and doing? What transformation should happen at power organizational pillar in order to improve people agency? As organization, can we live in a sort of free-style liberated mode? How could we use the 6PM to set an organizational container?

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership