« The only knowledge that can influence an individual’s behavior is that which he discovers for himself and appropriates ». Carl Rogers makes this a basic principle in his book on personal development. Thus neither authority nor formation can allow an individual to transform or innovate; it must come from a momentum (“the flow”) that comes from within. How to promote this momentum? Through coaching, a methodical accompaniment that every manager must acquire to carry out his objectives in terms of transformation.

1st step: Empathic listening

Start by listening … But not just anyhow. By listening actively, ie bouncing with open questions, and welcoming the words with kindness, it is to say without judgment or criticism, but with congruence, in reflection of what the manager. At the end of this first stage, a climate of empathy should allow us to take the next step in confidence.

2nd step: The benevolent feedback

The manager must then bounce back on what his collaborator has expressed and identify in his reservations or fears the objective part and the emotional part. He thus plays the mirror effect, magnifying, to allow the collaborator to become aware of them to overcome them. Any problem becomes then an opportunity for change.

3rd step: The co-built solution

Together, they will then look for ideas to overcome resistances and move to the action. For this step the method of CPS (Creative Problem Solving) is very appropriate; she allows to co-build by following 4 steps: clarify the problem, find ideas, imagine solutions and then act, of these 4 steps we proceed by using a phase of divergence where creativity has its place every time and a phase of convergence to decide key ideas and solutions.

4th step: The power: permission and protection

The coach gives both permission and protection … this is what is expected of the collaborator: I authorize you to act and do not worry I will support you in case of problems. “I trust you will do it” is what everyone needs to hear and feel to take action. The manager must transform his power, which he naturally derives from his hierarchical status, in support of the power of his collaborators, so that they move on to the mental and operational implementation of the transformation.

And if we now talk about GAFAM and that the M has come to add to the original 4 musketeers, the Google, Apple, Facebook and Amazon … It would not come partly from this freshness given by Satya Nadella the “new” president of Microsoft?

This is the impression given by Eneric Lopez, Microsoft France’s Director of Innovation Programs, by presenting the new “Microsoft Soul” at the Paris Club Meeting of Directors of Innovation on Strategies. innovation.

The “Microsoftees” have undergone a real change of corporate culture: we no longer speak of “know it all” but of “learn it all”… The promotion of learning on knowledge is a real revolution in this environment. ‘knowledgeable’ experts! Similarly, HR no longer speaks of “individual performance” but “impact”. This impact is evaluated according to relational criteria “from other” (“What have I learned from others?”) and “to other” (“What did I bring to others?”).

At the same time, the behaviors and axes of innovation were all revisited to allow Satya Nadella to reach the ambition displayed in innovation.

#time to market: example of “Skype Translator” developed in 6months

#test and learn: “know how to try and know how to fail” the example of the Mirosoft Band project 1 then 2 then abandonment to better start later

# re-invent: when the smartphone was stopped ability to reinvent a category, example success of the “Surface”

#partnership: including with competitors for co-petition for example Amazon and for personal assistant Alexia

#platform: only technological model that allows to integrate in B to B and co-build in co-engineering

#IA: amplifying human ingenuity with intelligent technology

#Quantum computing with research on quantum computers

#Trust be responsible for what we do

#Tech for Good: innovating for values ​​of inclusion: education, health, planet

# Local anchorage: in France partnerships with Inria, F …

 And to conclude I would add to this speech of Eneric Lopez, this presentation found on Twitter this week which raises innovation productions made possible by the artificial intelligence at the level of the progress expected by the users and concerning health by the men. Congrats to Mirosoft!

https://experiences.microsoft.fr/business/intelligence-artificielle-ia-business/sante-promesses-de-ia/

At the heart of all our connections, the habitat is affected by several waves … the digital wave but also the wave of sustainable development that imposes new rules between builders and dwellers. For the social housing, the measure concerning the APL makes him face besides a fall of the incomes. Innovation is then a necessary remedy to find solutions.

New financing to fill the revenue gap of the PLA, while remaining vigilant on the important weight of the regulatory in the field. Innovation with, or rather despite, the code of Construction and Housing requires real creativity!

Innovation has always been about building techniques. Today construction requires taking into account the energy transition (reduced consumption, access to electricity …) but also new processes favored by new technologies appear: building a house by 3D printer as in Nantes with Batiprint according to a process developed by Bouygues Construction. Not only the construction is facilitated but in addition to very low price … to the point that the Chinese eyeing on this French innovation for their social housing programs on the side of Beijing. Robots also come to supply maneuvers on construction sites for difficult tasks.

Digital with its new technologies and new uses makes tenants more demanding … as for all areas of everyday life they ask to be “actors” of their housing, choose, customize their habitat. We even talk about “participatory housing”. Habiteo, a start-up that helps developers to digitize by offering platforms of exchange between promoters and future buyers has raised 6 million euros. The neighborhoods also generate solidarity associations that allow the expression of different and enriching cultural needs for the finalized version.

More globally, all professions in social housing are impacted by the arrival of artificial intelligence, big data and connected objects … starting with the guardians who have a role of presence that neither robots nor chatbots can replace: a human and warm presence, which needs to be harmonized with this new global vision of social housing.

“ The only knowledge that can influence an individual’s behavior is that which he discovers for himself and appropriates “. Carl Rogers makes this a basic principle in his book on personal development. Thus neither authority nor formation can allow an individual to transform or innovate; it must come from a momentum (” the flow “) that comes from within. How to promote this momentum? Through coaching, a methodical accompaniment that every manager must acquire to carry out his objectives in terms of transformation.

1st step: Empathic listening

Start by listening … but not just anyhow. By listening actively, ie bouncing with open questions, and welcoming the words with kindness, it is to say without judgment or criticism, but with congruence, in reflection of what the manager. At the end of this first stage, a climate of empathy should allow us to take the next step in confidence.

2nd step: The benevolent feedback

The manager must then bounce back on what his collaborator has expressed and identify in his reservations or fears the objective part and the emotional part. He thus plays the mirror effect, magnifying, to allow the collaborator to become aware of them to overcome them. Any problem becomes then an opportunity for change.

3rd step: The co-built solution

Together, they will then look for ideas to overcome resistances and move to the action. For this step the method of the CPS (Creative Problem Solving)  is very indicated; she allows to co-build by following 4 steps: clarify the problem, find  ideas, imagine solutions and then act, of these 4 steps we proceed by using a phase of divergence where creativity has its place every time and a phase of convergence to decide key ideas and solutions. 

4th step: The power: permission and protection

The coach gives both permission and protection … this is what is expected of the collaborator: “I authorize you to act and do not worry I will support you in case of problems”. “I trust you will do it” is what everyone needs to hear and feel to take action. The manager must transform his power, which he naturally derives from his hierarchical status, in support of the power of his collaborators, so that they move on to the mental and operational implementation of the transformation.