Why should you use our services?
Situations
Results and Impacts of the Practice
Open or latent conflict between two teams or several members of the same team.
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Awareness of behaviors that hinder collaboration
Project stalled due to team demotivation.
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Identifying and addressing stakeholders' concerns
Some employees are demotivated, seem to have lost all meaning in their work, are always in a state of urgency and very short-term reactivity, and complain that they can never take the time to sit down and take a step back from their daily routine.
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Learning skills to take a step back from events
Employees no longer see each other because they are always traveling to clients and no longer feel they belong to a team or a company; they have a fragmented life due to their schedules being organized by missions.
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Creating connections through meaning
Employees must begin a transformation phase involving collaboration with new people and new teams, and must quickly get to know them and identify who the key people in the project will be, those who can be relied upon, and those who will need constant re-motivation.
Awareness of each person's relational patterns
Identifying and addressing stakeholders' concerns
A major transformation of the company (sale of capital to new investors, merger with another company, international development, change in product positioning, etc.) causes questions and uncertainties among employees facing the unknown.
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Identifying and addressing stakeholders' concerns
A toxic atmosphere has gradually taken hold in a department; everyone keeps to themselves, communication is poor and motivation is low, people develop an attitude of systematically rejecting new initiatives or drag their feet to move files forward.
Awareness of each person's relational patterns
Identifying and addressing stakeholders' concerns
An arrogant attitude from some managers prevents their promotion and hinders the functioning of an executive committee.
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Individual awareness of behavior
Some managers struggle to get their messages across, to give meaning to their employees, to give meaning to their objectives, and this hinders their management style on a daily basis.
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Learning skills and attitudes for meaning-making
Many meetings fail to produce results because the agenda is hijacked by strong personalities, people do not listen to each other or repeat the same thing, messages are unclear, and participants leave with a feeling of "confusion".
Learning skills and attitudes for meaning-making
Awareness of behaviors that hinder collaboration
Employees do not understand the financial logic imposed on them and want to commit to other values to give meaning to their missions.
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collective construction of meaning