Performance, reaching professional or company goals, management topics, communication, career evolution, conflict management, project management.

Initial meetings with the HR, manager in charge and candidate to determine frame and needs. Individual sessions of 1H30 on company site or by videoconference.

Monthly professional codeveloppement  sessions, in groups of 5-8 persons, with the aim to improve best professional practice, competences, solving complex situations. 

PROFESSIONAL CODEVELOPMENT
Competence is usually already present in organizations.
But fragmented between individuals.

By promoting the exchange of knowledge, skills and experiences, Professional Codevelopment groups develop:

Individual and collective competence
Internal communication
Cooperation and trust

What is Professional Codevelopment?

History:

In the 1990s, in Montreal and Sherbrooke, Adrien Payette and Claude Champagne have developed a new approach to training which aims at revalorizing experience and action while multiplying the forces of individual intelligences.

2000: Creation of the Réseau Francophone for Codevelopment and Action-training

The founding principles:

Practice produces knowledge that science can not produce.
Learning professional practice, is learning to act.
Talk with others about experiences allows a learning that is impossible otherwise.
The practitioner in action is a unique person in a unique situation.
The subjectivity of the actor is as important as the objectivity of the situation.
Work on professional identity is at the heart of Codevelopment.
To learn how to better act needs to make room for incompetence.

Develop COLLECTIVE competence in your organization

The Professional Codevelopment group:

It is a training approach for people who believe they can learn from each other to improve and consolidate their practice.
Reflection, conducted individually and in groups, is favored by a structured consultation exercise which deals with real life issues of participants.
One after another, the participants take the client role to expose the aspect of their practice they want to improve, while others act as consultants to help him to enrich his understanding (think and feel) and its capacity to act (act).
Benefits for the participants:
Learn how to be more effective in finding new ways to think, feel and act in its current practice
Require to take always a time for reflection on professional practice
Have a professional membership group where confidence and solidarity prevail
Consolidate its professional identity by comparing his practice to those of others
Learn how to help (consultant) and to be helped (client)
In practice:

Format:
– 4 to 8 people, accompanied by an animator
– Meetings of 2 to 4 hours, with each time 1 or 2 “clients”.
– 1 or 2 times / month for six months to a year
The rules:
– Confidentiality
– Trust
– Willingness of participants to learn, with the risk of changing…

Source : Adrien Payette – Interactions Vol. 4, no 2, automne 2000