Bruno Collet

As leaders in times of ever-accelerating disruptive change, it is imperative that we commit to the deliberate and continuous improvement both of ourselves and of the organizations we serve. Once enough of us have done this, human-centered organizations that take care of all their stakeholder constituencies - including society at large and the environment - will become the norm.

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The course leverages varied and complementary learning experiences and approaches, from guided discussions to interactive collaboration, individual reflection, and short lecture bursts. The primary objective is to deepen participant’s understanding of and commitment to exploring the leadership imperative.

​Guided activities help participants reflect on their own leadership style and on how they can put their new leadership skills to use.

As explorers of leadership, learners will go on an exciting adventure across three dimensions of leadership:

Servant leadership

Value creation

Transformation

Various factors, including but not limited to the effects of the ongoing pandemic and the disruptions it has left in its wake - such as the “Great Resignation” and acute worker shortages - have led organizations to rethink their approach to issues of employee motivation and engagement at a far deeper level than had been the custom so far. The concept of psychological safety in particular has seen an upsurge in interest, by far the biggest surge since Edgar Schein and Warren Bennis first coined the term back in 1969.

In this brief webinar, we will distill the thought leadership on the subject from authors and researchers such as Amy Edmondson, Tim Clark, Brené Brown, David Rock, and Matthew Syed to name a few. What we will propose are 3 major behavioral changes that leadership can implement in order to help their organizations attain a level of safety that unlocks peoples’ agency and intrinsic motivation. which in turn are the keys to organizational antifragility and true innovation.

Cette formation permettra de :

Envisager l’agilité et le design comme un outil pertinent pour répondre à la Volatilité, l’Incertitude, la Complexité et l’Ambiguïté du contexte (VICA).
Se familiariser avec le concept de l’agilité: l’agilité comme État d’esprit; l’agilité comme approches et méthodes alimentées par des outils; l’agilité comme forme d’organisation de travail.
Adopter l’agilité au sein de son organisation en fonction de la mission, de la vision et du secteur d’activité de l’organisation.
S’outiller pour faire du design organisationnel en s’appropriant une démarche de design organisationnel composée de quatre grandes étapes.
Être en mesure de designer l’agilité et de l’opérationnaliser au sein de votre organisation.