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A structured collective organisation/ rituals

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A structured collective organisation/ rituals

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Ritualising the group

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Outil - Facilitation de réunions à distance

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Outil - Facilitation de réunions à distance

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Direction interministérielle de la transformation publique

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Plateforme de publications en ligne. Publiez des magazines numériques, des publications interactives et des documents en ligne. Convertissez vos PDF en HTML5. Title: Guide de la facilitation à distance, Author: Direction interministérielle de la transformation publique, Length: 11 pages, Published: 2020-12-04

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DISC Personality Types Explained | Introduction to DISC Profiles

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PRACTICAL FILE - STRUCTURING HOW THE TEAM FUNCTIONS

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PRACTICAL FILE - STRUCTURING HOW THE TEAM FUNCTIONS

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(3 mins)

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Practical file - Structuring how the team functions

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Pilars of my team ( are we a group or a a team- autodiag)

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Pilars of my team ( are we a group or a a team- autodiag)

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Non violent Communication - For Vera :-)  but not only ...How to identify  your team members needs ;-)

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Non violent Communication - For Vera :-)  but not only ...How to identify  your team members needs ;-)

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Communication non violente avec Marshall Rosenberg 3h00 en français

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Peter Senge the Fifth discipline . Learning organizations.  For Jasper and Sarah :-) but not only

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Peter Senge the Fifth discipline . Learning organizations.  For Jasper and Sarah :-) but not only

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Non Violente  Communication- Marshall Rosenberg

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Non Violente  Communication- Marshall Rosenberg

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Communication non violente avec Marshall Rosenberg 3h00 en français

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Podcast Méthode - Ecoute active  réalisé par  un sous groupe dans le cadre d'une de nos formation en pedagogie inversée

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Podcast Méthode - Ecoute active  réalisé par  un sous groupe dans le cadre d'une de nos formation en pedagogie inversée

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(3 mins)

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(3 mins)

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Vidéo-Quels impacts les préjugés professionnels ont sur les individus au travail  ? 

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Vidéo-Quels impacts les préjugés professionnels ont sur les individus au travail  ? 

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(2,50 mins)

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DISC est donc l'acronyme de Dominant, Influent, Stable et Consciencieux. On représente les 4 composantes du modèle sur un disque, séparées par les deux axes tâches-personnes et extravertis-introvertis.

Axe horizontal "tâches-personnes"

Les profils de gauche sont plutôt à l'aise dans la gestion de tâches tandis que ceux de droite sont plutôt orientés vers le relationnel avec les personnes.

Axe vertical "extravertis-introvertis"

On retrouve en haut des personnes plutôt extraverties, qui se sentent supérieures à leur environnement et qui le maîtrisent. En bas se situeront des personnes introverties, qui subissent leur environnement plus qu'elles ne le maîtrisent.

Les 4 composantes du modèle sont représentées à l'aide des initiales qui composent l'acronyme. On les représente également à l'aide de couleurs : rouge, jaune, vert et bleu.

Chaque profil peut se définir selon les grandes caractéristiques suivantes. Il convient de modérer ces portraits caricaturaux en se souvenant que le profil d'une personne est toujours réparti sur plusieurs composantes.

Dominant

puissant - fonceur

Influent

présent - sûr de lui

Stable

social - fidèle

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DISC est donc l'acronyme de Dominant, Influent, Stable et Consciencieux. On représente les 4 composantes du modèle sur un disque, séparées par les deux axes tâches-personnes et extravertis-introvertis. Axe horizontal "tâches-personnes" Les profils de gauche sont plutôt à l'aise dans la gestion de tâches tandis que ceux de droite sont plutôt orientés vers le relationnel avec les personnes.

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🟩 METHODE DISC : Comprendre le profil VERT

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🟥 METHODE DISC : Comprendre le profil ROUGE

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🟨 METHODE DISC : Comprendre le profil JAUNE

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🟦 METHODE DISC : Comprendre le profil BLEU

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Vidéo - Comment soutenir l'équipe dans son évolution ?             Les 4 phases du modèle de Tuckman

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Vidéo - Comment soutenir l'équipe dans son évolution ?             Les 4 phases du modèle de Tuckman

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(6 mins 50)
(Sous-titres français disponibles sur Youtube dans Paramètres/Sous-titres/Traduire automatiquement/Français)

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Tuckman Model: understanding the stages of team formation

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Business skills 2016-2017: Antoine Guillaume - Perrine Pasleau - Alexander Tack - Eva Tarras - Stefanie Verstraeten

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We need time to adapt ourselves to new WOW 

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We need time to adapt ourselves to new WOW 

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(3 mins)

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de Kübler Ross
(2 mins)

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https://drive.google.com/file/d/1q96zNnTz965m2ypfWFv8G5HAKgI2f3ia/view?usp=sharing

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Vidéo - Inspiration (Islande)       Natural skills to adapt ourselves to our environement

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Vidéo - Inspiration (Islande)       Natural skills to adapt ourselves to our environement

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(8 mins 10)
Extrait de l'émission "Habiter le monde" Philippe Simay - Arte

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"Habiter le monde" Philippe Simay - Arte

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Cafeyn - Management Training - Session 1

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Tuckman Model: understanding the stages of team formation

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Whether you are an experienced scrum team or brand new to agile retrospectives, switching up your techniques is a great way to ensure your team never has to sit through another boring retrospective. However, with so many retrospective techniques out there to try, picking the one that best fits the unique needs of your team can be hard.

To help you through this decision, here is a list of our favorite retrospective techniques to try and when they may work best for your team!

1. Sailboat

If you ever want to sail away to a tropical island where you have achieved all your retrospective goals, sailboat is the retrospective template for you! A sailboat retrospective will help any team struggling with staying aligned from sprint to sprint. A ship sailing to the island paradise sets the stage for valuable open discussions at the beginning or middle of a project. Sailboat discussions improve team alignment and provide valuable feedback on project goals, issues, and assets. Get everyone on board!

2. Mad, Sad, Glad

When your team is feeling burnt out or emotionally drained, or even if something is just a little off with morale, a Mad, Sad, Glad retrospective can give you the insights you need. Particularly effective in the middle of larger projects this retrospective template gives managers insights into what team members need to remain happy in their workplace. A simple column-based retrospective, this agile technique will have teams focusing less on specific goals and on the emotions of the team.

3. Start, Stop, Continue

Start, Stop, Continue is one of the most popular retrospective techniques, and for good reason. Whether you are using the traditional Scrum sprint model or just starting to implement retrospective Start Stop Continue is a great way to examine the systems and habits of the team, as well as reprioritize team goals. This template allows participants to focus on highlighting team strengths and overcoming team obstacles. By simply examining what participants wish to start, stop, or continue, team members can create a specific action plan to improve their workload and work culture. Start it today!

4. Starfish

If you want to go a step further than the Stop, Start, Continue retrospective, then jump into the water and run a Starfish retrospective. This agile technique dives deeper into team habits by examining what to start doing, stop doing, keep doing, do more of, and do less of. Use this technique when your team is in need of a systems overhaul or needs more innovative ideas of workflow. Starfish works best for long-standing teams or projects in the process where teams are a bit more familiar with each other. This retrospective activity should be a go-to for teams looking for specific improvement actions they can put in place quickly in multiple areas.

‍

5. Lean Coffee

Don’t have a specific goal or topic for the day’s retrospective? You need Lean Coffee, another agile favorite, is a basic template to use when you don’t know what to do, but still want an effective retrospective. The Lean Coffee agile retrospective has teams examining the status of the team’s assignments and looking into where issues are developing and what hold-ups are preventing the team’s momentum forward. By discussing common topics of concern the team can create relevant action items for improvement on a range of topics. You never know information can spill out in a Lean Coffee retrospective session.

6. Wishes, Risks, Appreciations, and Puzzles

For teams that have been working together for a while, they know what they want. They also know all the reasons they will get told no. So they hold back. A Wishes, Risks, Appreciations, and Puzzles (WRAP) retrospective is great retro activity to help break through the hesitations and red tape to learn what your entire team really wants to do next and incorporate appreciation from the team members. This technique also works great at the start of projects when you need to define the scope without getting overwhelmed in details.  Let the innovative retrospective ideas fly in this fun retrospective as you give participants a chance to imagine what work could look like in an ideal world.

7. Liked, Learned, Lacked, and Longed For (4Ls)

If you are part of a team that thinks the only failure is not learning, then this is the technique for you. Liked, Learned, Lacked, and Longed For (4LS for short) is the perfect retro technique for teams at the end of a project or between projects. This technique has the team explore what happened in a current sprint or project but also what they hope will happen in future sprints. r For organizations that want to remain agile and consistently evaluate processes and find a long-term solution to a systemic issue, 4Ls is an easy way to collaborate and strive for continuous improvement.

8. Safety Check

Your team is about to go into a retrospective after a tough previous sprint or a disappointing project? Does everyone feel comfortable speaking their truth? The answer may be a bit complicated. Especially great when conducting cross-functional retrospectives or meetings where titles and hierarchies can affect people’s willingness to speak up. Running a Safety Check before your discussion can help your team recognize where points of discomfort may occur in the retrospective conversation ahead, and prepare ways to create a safe space, and promote honest feedback from the entire team for the entire conversation. Which is something we vote for 24/7!

9. Team Happiness Radar

Organizations around the world are beginning to recognize the importance of mental health and happiness on overall team productivity and lasting success. Running regular Team Happiness Radars can help you recognize the team’s morale and recognize points of improvement. When done in combination with a column technique, this retrospective can help your team create lasting culture changes.

10. Goal Alignment Radar

Everyone knowing the goal and everyone agreeing that this is the right goal can be two different emotions. If some team members do not agree with or understand the purpose of what the team is working towards, everything suffers. If you are not 100% sure about goal buy-in, then a goal alignment radar is an excellent way to make sure your agile team understands and agrees on the goals of the project moving forward. This activity was made especially for teams just starting new goals or looking to adjust existing goals to help teams collaborate effectively and move forward successfully. And moving forward successfully is everyone’s end goal. Right?

‍

Bonus!

Avoid The Blame Game with the Agile Prime Directive

Celebrated By Agile Retrospective experts, Diana Larsen and Esther Derby. Starting each retrospective meeting by stating the Prime Directive by Norm Kerth is a great way for teams to avoid meetings devolving into blaming sessions and instead create a more appreciative retrospective experience where teams feel comfortable providing action-oriented feedback.

Ready to give these retrospective techniques a go? Practice using these retrospective techniques for 30-Days with our free trial to find which one is your favorite!

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10 Retrospective techniques to try with your agile team

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Ten retrospective activities to use to ensure your team never has to sit through another boring retrospective,

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Cafeyn management ways of working

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Résumé article - Kurt Lewin- Expérience sur la force du collectif 

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Résumé article - Kurt Lewin- Expérience sur la force du collectif 

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(5 mins)

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Jean-Francois Zobrist- RETEX Management par la confiance 

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Jean-Francois Zobrist- RETEX Management par la confiance 

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MBTI - personnality test online and free

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MBTI - personnality test online and free

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Personality types

Understand others

In our free type descriptions you'll learn what really drives, inspires, and worries different personality types, helping you build more meaningful relationships.

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Free personality test, type descriptions, relationship and career advice | 16Personalities

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Personality types In our free type descriptions you'll learn what really drives, inspires, and worries different personality types, helping you build more meaningful relationships.

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Practical file - Collective decision making

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What it means to be a manager | Role and Responsibilities of Managers

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(2 mins)

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(7 mins 45)

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Qu'est ce qu'une Société Apprenante ? François Taddei

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PRACTICAL FILE - HOW TO REVIEW A PERCEPTIONS

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PRACTICAL FILE - HOW TO REVIEW A PERCEPTIONS

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Practical file - how to review of perceptions 

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Article résumé - Le modèle de John Kotter en 8 étapes 

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Article résumé - Le modèle de John Kotter en 8 étapes 

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(5 mins)

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Article-En quoi l'holoptisme s'avère être un fondamental de l'intelligence collective? 

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Article-En quoi l'holoptisme s'avère être un fondamental de l'intelligence collective? 

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page 23 (3 mins)

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Posture targeted with each team member -Trust & support/ Listenning rather than talking  

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Posture targeted with each team member -Trust & support/ Listenning rather than talking  

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Practical file - Communicating at a distance distance"

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Practical file - Communicating at a distance distance"

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Zobrist - favi example - Trust management

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Zobrist - favi example - Trust management

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On an early Sunday morning we arrive in the North of France. We are here to visit Bucket List hero Jean François Zobrist in his hometown in the middle of the Picardy region.

We meet Jean François at his house and are welcomed by Lula, an enthusiastic Labrador. We settle down on his couches and start to get to know each other. We discuss his past to better understand how he ended up being the anything-but-ordinary CEO of FAVI. While the story unfolds we learn how he created one of the world's most inspiring manufacturing plants. In what becomes a day filled with anecdotes, we get a good and surprisingly funny insight into 'the FAVI-way'; from his unannounced start as CEO to provocative metaphors of prostitutes.

One of the reasons the story of FAVI is important to us, is because it breaks another stereotype. A lot of people believe that working based on lots of freedom and trust cannot work in a factory or production setting. FAVI proves them terribly wrong and shows how powerful an organization can become once it unleashes the full potential of its employees. It is therefore that our meeting with Jean François Zobrist was on top of the list. In this blog post and in (soon-to-be-published) part 2 you'll read all about how Zobrist successfully transformed the organization.

FAVI and Jean François Zobrist

FAVI is a manufacturer and supplier of technical parts for various industries, amongst others the automotive industry. It was founded in 1957 and has gained considerable attention since the 1980's for their unique way of working. Since 1983, former CEO Jean François Zobrist has radically changed the way FAVI is organized. He transformed FAVI from a traditional command-and-control organization to a liberated company based on freedom, trust and equality. The astonishing results of his approach speak for itself (and are discussed below). The quotes in this article are a combination of quotes from his book and our talks with him.

Jean François was literally dropped (see quoted text below) at FAVI by his boss Max Rousseau, for who he had been working for years at that time. Jean François' leadership style seems very much influenced by his former boss. Jean François: "We had the right to fail, but only under two conditions: (1) be honest, and (2) be sincere. Max was constantly testing, measuring and judging you. And then he would decide, only based on his intuition, to grant or refuse you his trust. But when he decides to grant you his trust, he would grant you his entire trust without restrictions. Many times he told me: I think your stuff is bullshit, but if you believe in it, do it!"

A most unusual start

Jean François: "I entered a huge office. Max asked me to take place in a big armchair, as you can only find in the office of the director. Without any formality Max placed a golden coin of 20 dollar on his beautiful desk and said: "I'm not superstitious, but this will bring you luck". I straightened in the armchair, thinking he was about to complement or praise me. I knew it was different when he gave me the book of Auguste Detoeuf called 'Barenton Cofiseur'.

Then I thought I had made a mistake, because a few years ago I had made a stupid remark during lunch. After this remark Max had directly subscribed me to the journal 'Review of two worlds' and told me: "Boy, you're lacking culture!". After receiving both the golden coin and the book of Barenton I was expecting an unpleasant surprise. But Max said nothing and stood up. He walked around his desk and told me: "Follow me". I asked: "Where are we going?". He answered: "You will see".

We walked outside where his helicopter was already awaiting us. He took the seat next to the pilot and I sat in the back. I was relaxed, not thinking about much and mostly enjoying the landscape. An hour later we arrived above FAVI in Picardy and landed on the field just in front of the factory. Dominique (the CEO of that time) had heard the noise and arrived immediately next the helicopter. Max told him: "Gather the staff".

When all the staff arrived, around 100 employees, Max said: "Dominique did an excellent job, and he wants to leave. It is his right, so I let him go." (Max did not like it when somebody was leaving him) Then Max turned to me, pointed at me and told the crowd: "This is his successor!". Without any other comment he went back to his helicopter and left immediately. I stayed behind with Dominique in front of all the staff. The book of Barenton in one hand and the golden coin in the other. I only then realized something important had just happened.

Dominique asked me if I had been expecting anything, and I answered his genuine: "not at all". I had my flat in Reims. My daughter was going to school in Reims. My wife was working there as well and I was the president and trainer of the local skydiving club. I had never thought about leaving Reims. Anyway, in wanted to give it a try and Dominique helped me to find a room in a local hotel. I informed my wife and let some days pass without knowing what to do. The following three weeks I did not get any news from Max. Then he called me and said: "they haven't eaten you? Then you will stay..."

This is how I became the new CEO, against my will, but not completely in an unknown place. Fortunately in the past few years I had been at FAVI plenty of times for 'marketing' and 'metallurgic' visits. During those visits I had developed a powerful and honest friendship with the ones of who I was now the 'boss'..."

The touristic approach

When Jean François was presented at FAVI as the new CEO, he first started with a 4 month 'tourist period'. He decided to learn by observation only; to do and touch nothing along the way. He settled down in an empty office and spent his first days just touring the factory. He started talking to everyone and attended all meetings without participating in them. Soon he realized that at every workstation the manager in charge was following him around like an obedient dog.

Jean François: "What was funny was that when I was crossing from one workshop to another, the first manager stopped exactly at the border and the next manager would take over from there. At one point I decided to gather all the managers and told them: I understand very well that each of you pissed around his workshop or department. But what you didn't see is that when I arrived, after getting out of the helicopter, I pissed all around the factory. So, I'm at home everywhere."

Making the change

After the first 4 months of his 'tourist period', Jean François started what turned out to be a long transformation period. He began this trajectory by clarifying his personal strategy to his management team: "First, you have to know that I will never leave by myself. But I will offer you my resignation letter every 5 years because I know that power can get you mad. I want to provide you with the opportunity to act in the best interest of the organization when something like that would happen to me. Moreover, I can feature the qualities and weaknesses that are well suited for the organization at this particular moment, but the same qualities and weaknesses might become a burden at another time in history. And at last, I do not want to do anything anymore in three years from now." Interesting enough the last point proved to be the most difficult one to realize. It took Jean François 4 years to actually start doing nothing.

It all starts with dreams

Jean François: "I knew that we had entire freedom from Max Rousseau, so I started dreaming. I was dreaming of a company where the worker would become the operator. A place where operators would be able to organize themselves, adjust machines themselves and auto-control themselves.

At that time, employees were clocking in and out and received sanctions for any delay. But I was dreaming of a company where everyone would naturally respect the working hours without a bell or control. The operators would be fully conscious about the fact that they were working for a client, not for a badging system or a boss. I was dreaming of a place where instead of putting sanctions on being late, we would inquire the reason why somebody was late. Because nobody is late on purpose. And if needed, we would adjust the time schedules, for example for a young father whose baby had been crying all night.

At that time, we were awarding bonuses every month, up to 20% of the monthly salary. Most of the bonuses were awarded based on the mood of the direct supervisor. I was dreaming of a place where the bonuses were integrated in the base salary and I was dreaming of a system where we would share our results equally over everyone.

At that time, there was an artificial partial unemployment planned from workshop to workshop to maintain a 'healthy pressure' on the employees. I was dreaming of a place where there would be no more unemployment. And would such a thing happen in worst case scenario then everyone would suffer the consequences, not only the operators.

At that time, everything was locked in our warehouses, including consumables and safety equipment. I was dreaming of a place where everything would be unlocked by default. Even the offices. Everyone should be able to have access to the tools that are necessary to perform their duty.

At that time, we were only demanding hands and muscles from our employees and only the boss and sales manager knew the clients. I was dreaming of a place where everyone could use his brain and his heart. And where everyone within the company would know their clients, could visit them and even meet them.

I was simply dreaming of a place where everybody would behave like being at home, nothing more and nothing less."

A series of symbolic acts followed. First Jean François decided to brick up the big window overlooking the production floor. This act was seen by the employees as a symbol that profound changes were about to happen. Jean François: "Looking back, this symbolic gesture created the first levels of trust." The next steps were:

removing the time-clocking system;

unlocking all storage rooms, cabinets and cupboards;

making the beverages in the vending machines freely available for all employees;

abolishing the annual lunch which was exclusively held for management;

removing the bonus system;

eliminating all kind of departments such as human resources, planning and purchasing.

As you can see, FAVI got rid of all methods and structures that prevented the operators to think and act in a freely manner. All the above actions are based on the belief that humans are inherently good. But it wasn't just his belief in the power of liberated employees. Most of the described actions make financial sense too, see boxed text below.

The cost of control

Jean François: "One day while walking around the factory I came across Alfred. He was waiting in front of the storage room and I asked him why he was there. He told me: "I have to change my gloves. I have a coupon from my boss and my old gloves." The rule was: when an employee needed new gloves he first had to show his old gloves to his boss to receive a coupon from him or her. With this coupon he needed to go to the storage room. On the way to the storage room the employee was chatting a bit before ringing the door. Then he was waiting for the employee in charge of the storage room to come. He would receive new gloves in exchange for the coupon and the old gloves. The whole process would take up 10 minutes. I then went to the accounting department and learned that the machine on which Alfred was working was costing 600 Franc/hour, so 10 Franc/minute. The gloves were only costing us 5,80 Franc! It made me realize that this process was making the gloves a bit expensive. And that without promoting stealing, even if the employee was taking a pair from time to time for gardening, everyone would largely win."

Even though Jean François believed that humans are good, he realized that the organization chart was still built on the assumption that humans are bad. Jean François: "Based on the works by Maslow I enjoyed designing a different organization chart built on the assumption that 'the human is considered good'. People always tend to act as they are considered. If we open the spaces of freedom, people will start developing themselves and they will set themselves ambitious targets."

This belief turned out to be true. The freedom that Jean François created within FAVI led to amazing results. Those results, and other important changes he made, are discussed in Part 2 will follow shortly, so make sure you are subscribed to our newsletter. If not, subscribe yourself by leaving your email address above.

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FAVI: How Zobrist Broke Down FAVI's Command-and-Control Structures

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On an early Sunday morning we arrive in the North of France. We are here to visit Bucket List hero Jean François Zobrist in his hometown in the middle of the Picardy region. We meet Jean François at his house and are welcomed by Lula, an enthusiastic Labrador.

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Vidéo - Comprendre le fonctionnement du stress sur le cerveau

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Vidéo - Comprendre le fonctionnement du stress sur le cerveau

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Each member part of the organisation design- simplification - fluidify

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Each member part of the organisation design- simplification - fluidify

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Maslow Levers for motivation & well-being to check

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Maslow Levers for motivation & well-being to check

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Conflict resolution method - Fiutak - 5 steps

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Conflict resolution method - Fiutak - 5 steps