Accelerating the dissemination of best practices and stimulating cross-functional exchanges

The Vivacci coaching team recently met with a group of Human Resource Managers, Training Managers and Communication Managers in order to hear about the experience of their companies, all major groups, in disseminating good practices and developing cross-functional collaboration.

How can we encourage the sharing of "good practices"?

Practice sharing is rarely spontaneously practised in these large organizations; each individual relies on others or on the "system" to disseminate good practices.

Certain clients have tried to compile an inventory of best practices but with little success; selection of what is "best" has proved to be difficult owing to the overriding climate of in-house competition that tends to pollute the process and make people lose sight of the objective of mutual enrichment.

At Vivacci we are experienced in facilitating the sharing of "good practices" and are able to propose organized practice exchange processes based on themes that are of key importance for the organization, resulting in meaningful exchanges and relational initiatives, sharing of real-life situations, and collaborative searching for solutions.

We invite participants to share their past, current and future experiences and to identify together key success factors, alternative courses of action and ways of overcoming difficulties.

We have seen that such organized procedures, which at first may give rise to forced exchanges, lead to the creation of new relations within the organization and develop participants' ability to "Dare to make the link".

"But how does it work? How do you organize the process?"

Sessions vary in length from a half-day to two full days; a group of 6 – 12 persons come together and each person relates their experience and provides feedback and suggestions to the other group members.

The entire process is facilitated by a coach, using a method that regulates speaking time and keeps participants effectively focused on the question in hand.

At the end of the session, a summary report is drawn up by the group and made available to the practice community.

This sustainable process always begins by face-to-face sessions – the very best way of fostering a relationship of mutual trust – and can subsequently be conducted at a more remote distance by conference call, webinar, or by virtual means.

"You often use the term mobilization. What exactly do you mean by that?"

Accelerating the dissemination of best practices and stimulating cross-functional exchanges

From our point of view, the mobilization of people who work for an organization involves simultaneously working on four levels.

A clear strategic intent: ensure that the managers are able, in their own words, to reformulate the executive vision and the operational objectives.

Appropriation: enable each manager to transform objectives into action plans adapted to their own level of responsibility.

Motivation: managing human dynamics so as to provide a sustainable outlet for people's energy.

Learning: developing competencies through efficient work and thus generating work that is even more efficient.

Rédigé par Isabel BORNET le Vendredi 30 Juillet 2010 à | Lu 269 fois

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