Collective Intelligence and Knowledge Creation in Organizations

‭Collective intelligence‬ ‭ s A result of the meeting of reflective actors, the organization takes the form of collective‬ A ‭intelligence. First, as we have just mentioned, all organizational actors participate in this‬ ‭collective intelligence by constructing knowledge and mobilizing it in the daily flow of their‬ ‭actions. Since all organizational actors do not have to deal with the same context,‬ ‭collective intelligence is inevitably enriched by a diversity of contextualized knowledge,‬ ‭such as knowledge linked to tasks, professions, roles, functions, events. , etc.‬ ‭ hen, collective intelligence is the emerging fruit of a diversity of reflexivities. Finally,‬ T ‭collective intelligence carries with it learning that is particularly evident in the history of the‬ ‭organization, in the ways of doing things that are valued by the members of the collective, in‬ ‭the socialization of new members and in the automatisms that some and others act naturally‬ ‭as soon as they are faced with problems to solve or challenges to take on.‬ ‭ o truly benefit from collective intelligence and ensure that there is beneficial learning for the‬ T ‭organization, managers must learn to read it and this is by focusing their attention on each‬ ‭other's knowledge. , about how they build them and put them into play that they can achieve‬ ‭this.‬ ‭ ognitive creation‬ C ‭The fruit of everyone's knowledge, collective intelligence is not limited to being just a more‬ ‭or less rich reservoir of knowledge that can be actioned according to the intentions of the‬ ‭actors in the organization. Collective intelligence is not a library of knowledge. Collective‬ ‭intelligence is not a library of knowledge. There is certainly knowledge in abundance, but‬ ‭above all, there is a cross- fertilization between implicit and explicit knowledge, a creative‬ ‭dynamic, a spiral movement of enrichment of knowledge.‬ ‭Knowledge creation‬ ‭ he movements of socialization, externalization, combination and internalization contribute‬ T ‭to the dynamism of collective intelligence. Through these movements, the organization‬ ‭constructs new knowledge which nourishes its collective intelligence and initiates a‬ ‭knowledge spiral, an extension of the knowledge on which the members of the organization‬ ‭can count.‬ ‭ he socialization movement links the tacit knowledge of some to that of others. Thus, an‬ T ‭actor becomes socialized with the tacit knowledge of other members of the organization‬ ‭through observation, imitation, companionship, mentoring and participation in communities‬ ‭of practice within which everyone exposes their practices, their ways of doing things, his‬ ‭experiences, etc.‬ ‭ he outsourcing movement translates tacit knowledge into explicit knowledge, which makes‬ T ‭it more easily manipulated and conducive to possible transformations. This movement‬ ‭essentially consists of formalizing tacit knowledge, making it explicit via exchanges between‬ ‭actors, the drafting of documents, the implementation of formal work tools and processes,‬ ‭etc. In organizations, this movement is particularly visible when establishing administrative‬ ‭rules and work procedures, in the formulation of formal plans, in task descriptions, in‬ ‭administrative directives, in the major general policies of the administration and in the‬ ‭establishment of formal control mechanisms.‬ ‭ he combination movement consists of crossing different explicit knowledge in order to‬ T ‭construct new ones.‬ ‭ he internalization movement closes the loop on knowledge creation and provides the‬ T ‭foundation for a new cycle of knowledge creation. This last movement consists of‬ ‭assimilating explicit knowledge in such a way that it shifts into the territory of tacit‬ ‭knowledge.‬ ‭Cognitive skills‬ ‭ rom the cognitive perspective, the manager is also a cognitive being, an actor who has‬ F ‭knowledge and the ability to mobilize it to increase organizational learning and achieve the‬ ‭performance objectives of the technical system.‬ ‭ he manager must develop his skills in understanding the cognitive reality of the‬ T ‭organization and transforming collective intelligence for the benefit of organizational‬ ‭objectives.‬ ‭ y demonstrating cognitive skills, the manager therefore seeks to understand the reality of‬ B ‭collective intelligence, but he also seeks to align it with the performance objectives of the‬ ‭organization.‬ I‭t implements practices and creates contexts that allow movements of socialization,‬ ‭externalization, combination and internalization to be constantly active and bearers of new‬ ‭knowledge.‬ ‭Conclusion: the tangle of social perspectives‬ ‭ rom a social perspective, organizational actors are not reduced to resources serving the‬ F ‭achievement of performance objectives. They have interests to defend, values‬ ‭to embody, needs to satisfy and knowledge to mobilize.‬ ‭ he organizational reality highlighted by one of the perspectives is enriched by the light of the‬ T ‭others.‬ ‭ anting to transform the identity of an organization is equivalent to seeking to modify its‬ W ‭political system, to change the rules of the game, to outline new issues and to modify the‬ ‭balance of interests present.‬ ‭ rom a political perspective, the organizational climate is not just the subjective fruit‬ F ‭of various personalities, it is above all the consequence of the political games of the‬ ‭members of the organization and its positive or negative perception is the expression‬ ‭of their situation. within the political game of the organization…‬