Description
SYSCODEV co-development training is the result of research initiated over 15 years ago on the co-development process combined with intensive practice over more than four years in a large insurance group. There, co-development was not seen as a tool, but as a lever for collective intelligence.
Audience
• Internal coaches
• External coaches
• Trainers or HR managers
• Change facilitators
Those who have completed coaching training or equivalent and who wish to design, experiment with, and sell this unique co-development approach as a lever for individual and organisational change in the service of collective intelligence.
Duration
6 days
• 3 modules of 2 days, starting at 7:30 a.m.
• 45 hours in total
Groups of at least 8 to 9 people per session
+ 2 optional half-days of peer group work between modules
Location
Paris intra-muros – Metro Madeleine
Syscodev Co-development
We have been hearing a lot about ‘Co-Development’ for over 15 years… It is a buzzword and we are seeing many initiatives emerge in the wake of the approach initiated and formalised by Adrien Payette and Claude Champagne (see ‘Les groupes de développement professionnel’ [Professional Development Groups], PUQ) aimed at professionalising this type of intervention in companies
There are numerous advantages to this approach.
In addition to the traditional benefits of individual coaching, there are positive ‘side effects’ in terms of learning, breaking down barriers within the organisation, and even preventing psychosocial risks. All of this promotes the emergence of a culture of initiative and responsibility and a sustainable collective dynamic that is particularly attractive to corporate decision-makers and the organisation as a whole.
SYSCODEV co-development training (Datadock-eligible) is the result of research undertaken more than 12 years ago into the co-development process combined with intensive practice over more than four years in a large insurance group. There, co-development was not seen as a tool, but as a lever for collective intelligence.
More than 3,000 managers and employees in 12 companies are now involved in this initiative, some of whom have been working independently for more than six years and can attest to the benefits they derive from it (see testimonials in the appendix).
While the principle remains the same as in the Quebec Process, the experimental focus of the COVEA experience has enabled us to develop an intervention model that is original in both its philosophical principles and its support strategy.
Our ambition with this training programme is to promote this practice, which is becoming increasingly popular due to its singularity, but also because of its relational and organisational ecology, in order to respond to the requests that are beginning to emerge spontaneously from large groups.
Learning objectives
To enable you to EXPERIENCE this process as a client and as a consultant, so that you can understand how it works, enabling you to adopt this process and implement it in your company or with your clients..
By the end of the training course, participants will be able to:
Identify and create the conditions for success in implementing such a programme and adapt it to your client’s context and expectations
- Identify the ‘must-haves’ in the approach and the key success factors (prerequisites, allies, objectives, selling the programme, etc.)
- Facilitate the involvement of the various stakeholders (line managers, prescribers, managers, etc.)
- Establish a systemic and constructivist framework
- Act in a coaching role from the very first interactions
- Keep the programme alive between sessions
- Manage this programme
Adjust their own way of facilitating a co-development group based on the unique SYSCODEV approach
- Appropriate the philosophy and process of the method
- Adjust their posture and develop it
- Strengthen their ability to manage a group process to ensure compliance with the rules necessary for engagement
- Use their knowledge by adapting it to the client’s context
- Adjust their posture between coaching and teaching
Evaluate and report
• Define what can/should be evaluated, how and when.
• Implement evaluation and reporting procedures that highlight the value of the programme and the involvement of participants… as well as of the organisation.
Teaching method
- Theoretical and methodological input will complement ongoing practical work during the course and between training modules.
• The course is essentially practical, with each module built around a step of the process, with regular educational ‘freeze frames’.
Prerequisites
• Preferably trained in coaching and have already practised.
• At a minimum, have experience in group facilitation; enjoy teaching through example.
• Be willing to question your habits and pedagogical practices.
In addition, management experience is likely to be an asset.
If you do not have coaching training but have experience in group facilitation and behavioural knowledge, an interview (which may be conducted by telephone) and a CV will be required to join the training programme.