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“Collective Intelligence” is a practice in which sharing is more complete and articulated than traditional “Problem Solving” methods. In fact, having the opportunity to dialogue and exchange information with all the members of a group has extremely positive and effective consequences: it stimulates the sharing of ideas and suggestions, makes everyone aware of the results achieved, highlights the critical issues and indicates effective solutions.
The first attempt to provide a model of Team Development dates back to 1965 and is attributed to Bruce Tuckman (Developmental Sequence in Small Groups). Tuckman has identified 5 key phases for the development of a team able to face challenges and critical issues, identify solutions, plan activities and achieve the objectives set.
People’s development plans can no longer be something predefined and standard, valid for demographic “clusters” in the company, but must increasingly become personal and tailor-made experiences.
As companies continue to improve the experience of their employees, the challenges they face come in a complex historical period. Companies with a well-established reputation are under immense pressure to grow and innovate if they want to survive in an uncertain economy and defend their market share from newcomers, who are able to attract an increasing percentage of the most competent talents with the promise of a “greater purpose”.
The theme of Corporate Performance Management includes all the elements aimed at effective management of the company.
