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LEADING CHANGE

Since "Nothing is permanent except change" (Heraclitus), here is a selection of tools to step ahead

 

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CO DEVELOPMENT

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Co Development is a potential development method, a help to achieve goals or to unlock difficult situations, based on collective intelligence.

Each member of the group, composed of professionals facing similar topics, benefits from the experience and approach of the other members.

Learnings are therefore based on experience and not theory, solutions are operational.

 

A 5 to 8 people group meets for half a day, every 3 to 6 weeks.

During each session, a member, the "client", exposes his problems, other people, "consultants", react by questioning and providing solutions.

The facilitator guarantees the smooth running of the session by ensuring respect of exchange patterns. Exchanges framing ensures a wide variety of solutions.

   

Each session takes place in 6 steps:

1. Presentation of topic and customer choice

Members who wish to do so explain the situation they want to address. The choice of the topic is decided with the agreement of the group

2. Questioning

The consultants ask the questions they want to the customer

3. Contract

What does the customer expect, from the session and in the longer run?

4. Consultation

Solutions proposals, remarks and reflexive issues by consultants.

5. Summary and Action Plan

The customer sets what he retained among the proposals from the consultation and what he will put in practice.

6. Evaluation and Control

Evaluation of the session, theoretical contributions.

   

Benefits:

·         Know-how rather than knowledge: learnings are based on experience rather than theory, solutions are operational.

·         Creativity applied to every problem: the exchanges framework allows reaching a wide variety of solutions

·         Customized solutions: the customer chose the solutions with which he is comfortable, ownership and implementation of these solutions is fast

·         Change management: new every day questioning paradigm in the company; learning of personal change and change management support to coworkers

 

 

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SYSTEMIC

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The systemic approach in link with organizations and human sciences finds its basic characteristics and subsequent theories in systems by putting a new look on human relationships, interactions between individuals and groups of individuals.

System:

A system is a complex set of components or sub systems organized in a specific environment and that interact.

The systemic approach is an approach that seeks a change based on:

·         The system properties

·         The system specificities

A systemic response is based on developing a strategy based on the observation of the system intrinsic and extrinsic characteristics and is geared towards the mobilization of the various actors in order to achieve the goal. The systemic approach dodges the elements in favor of the interactions between these elements: relationships between elements, communication, influences ...

5 steps:

·         System and goal setting: system mapping, its organisation and related interactions so to define a realistic and achievable goal.

·         Information research: system observation, actors’ issues, interactions between actors.

·         Strategy development: finding effective levers to initiate change and circumvent the system resistance.

·         Actuation: introduction of progressive actions to open the system to new operations.

·         System regulation: changes induced by the actions taken represent disequilibrium, it is then appropriate to support the various elements of the system to a new equilibrium incorporating the desired change.


 

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 COACHING

 
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Coaching aims at unlocking the potential of the coachee so to achieve a defined objective by itself.

Whatever the field of ​​operation, the coach aims at promoting evolution, reducing difficulty and enabling the coachee’s independence in front of its own evolution challenges. Coaching can take various forms and always takes place in a period of transition and development for the coachee: performance coaching, skills development, counseling, integration, team coaching...

Professional coaching usually implies the intervention of a third party, the “prescriber”. This may be the coachee’s N + 1 or somebody in the HR department. In the case of a prescribed coaching, two tripartite meetings are organized. Before the beginning to define the objective and at the end, to assess results. Tripartite intermediate meetings can be organized at the request of either party. These points are in full compliance with the Privacy Rule.

Whatever the form of coaching, it is always an ecological change approach to the coachee, the coach ensures a safe and ethical framework (see ethical charter) and works closest to the request made by the coached himself and prescribing party, if any.