I'd like to introduce you to Yes Expérience's mission by drawing a parallel with my professional career.

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I began my career as a civil engineer, driven by a passion for building bridges - whether linking towns or integrating into urban areas to cross rivers or mountains - as symbols of union in the face of the divisions that nature sometimes imposes. Although this symbolism was strong, the strictly scientific day-to-day routine ended up stifling my interpersonal sensitivity. I felt the need to be more human, to be truly useful, to transmit and animate (from the Latin anima, meaning the breath of life, the breathing in of soul).

 

That's how I came to embark on a new vocation, designing relational and educational games for managers of major groups. The aim was to create the conditions for a reassuring framework - the game - in which to experiment with new methods and explore hitherto unexplored relational spaces; my engineering had become pedagogical.

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Shortly afterwards, a sociologist who had witnessed my interventions helped me to qualify my practice under the term “collective intelligence”, placing the social bond at the service of performance. The meaning of my accompaniment became clearer as I went along, the games became a tool, and I concentrated on the meaning of my accompaniments. However, after several years of practice, I came to realize that the term “collective intelligence” didn't fully capture my aspirations - the mafia, for example, can demonstrate remarkable collective intelligence without questioning its just contribution to the World. So I added the word “conscience” to evoke not only awareness of oneself, others and the environment, but also a collective consciousness that unites us in the face of our profound responsibilities.

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It goes without saying that a company's fundamental objective is to perform well. Nevertheless, I feel I am humbly contributing to broadening the notion of efficiency, traditionally defined by the achievement of objectives. Perhaps we're talking about what we might call “global performance” or “global efficiency”, integrating both technical and economic performance and quality of working life. This approach makes it possible to measure the success of a project or organization not only by its quantitative results, but also by its impact on the people involved.

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As with any approach, CCI does not claim to be universal.

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• It is particularly recommended when the company is faced with a complex problem, requiring the participation and commitment of a collective. On the other hand, if the problem is simply “complicated”, it is preferable to resolve it individually or within a group. In this case, the CCI is totally inappropriate. The cure could even be worse than the cause, as people might feel manipulated into experiencing the umpteenth “trendy” workshop.

• Another essential condition is to anticipate what will happen to the deliverables resulting from the process. When these two conditions are met, CCI is remarkably powerful.

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I'd be delighted to discuss this further with you.​