Why do co-development in the workplace?
Co-development is an appropriate response for companies seeking greater efficiency in a context of change. It aims to facilitate transformations in work organisation and decision-making. Why is this? Because this experiential approach relies on the ability of each individual to change his or her professional posture.
If you're wondering how to foster individual development while encouraging collaboration, you've come to the right place!
In this article, we take a closer look at what makes professional co-development unique, differentiating it from traditional training and team coaching, while highlighting its profound impact on organisational growth and the empowerment of participants.
Contents
What is codev?
Co-development is an action-oriented learning method. It was developed in the 1980s by Claude Champagne and Adrien Payette for managers and executives. It is an invaluable lever in a context of transformation, as it helps to anchor cultural change, learn to manage resistance and adapt one's managerial style.
The uniqueness of co-development: mutual growth
Co-development is a learning process where you learn from your peers rather than from a trainer. Co-development emphasises mutual growth and collaboration, fostering a reciprocal learning environment. Participants are actively engaged in sharing their ideas, experiences and innovative best practices, thereby enriching each other's professional practices.
For example, during a co-development session, a Marketing Director may share that a member of his team is resisting changes in the company, and that he is worried about the risk of demotivating the team. An Innovation Director and a Legal Director, whose professions are very different, can share their experience and suggest possible managerial levers, which will fuel the managerial posture for everyone.
A tailor-made approach with personalised advice
At the heart of professional co-development is personalised advice tailored to the individual needs and development areas of each participant. Through one-to-one interaction and targeted feedback, participants benefit from personalised support that accelerates their professional growth.
For example, a Finance and Administration Director is faced with the merger of two audit departments. She observes a long-standing rivalry between these teams, which have different visions of the business. As the future head of these teams, she knows that she must successfully complete the merger, but does not know how to create cohesion and collaboration to form a single team.
By adapting interventions and feedback to individual needs, co-development fuels personal development paths. It stimulates a sense of responsibility and a sense of reality, because the group "does with what it has", based on pragmatic reality, taking into account the vision of the "client".
How to use the codev
A group of six to eight people from different departments meet approximately once a month for sessions of 1 to 2 hours, lasting an average of six months to a year. This (long) duration and the regularity of the meetings create a space of trust that is fundamental to the group's effectiveness. At each session, one of the participants becomes the group's "client", with the other participants becoming the group's "consultants", with the aim of helping them with their concern or question, by providing answers, giving their point of view, sharing knowledge, etc.
What are the differences with team coaching and training?
The difference with team coaching: the focus is on the individual
Codev and team coaching have one thing in common: collective intelligence. Both approaches are used to solve problems or to develop working methods.
What distinguishes team coaching is that it focuses on relationships within a team, to help the group work better together. Some of the subjects suitable for team coaching are: developing a shared vision, e.g. how to translate the company's values into concrete courses of action; diagnosing the way the group operates, e.g. clarifying the roles of each team member and then putting in place an action plan for the team. Another difference with co-development is that all the members of a team are present, because team coaching incorporates the issues of hierarchical links into its dynamics.
Codevelopment, on the other hand, brings together peers with no hierarchical links, who focus on solving a concrete, real and current problem raised by one member of the group, thanks to the shared experience of the other members of the group. Co-development therefore focuses on individual development by looking at the strengths and concrete challenges specific to each participant, unlike team coaching, which is primarily concerned with the dynamics and performance of the group.
The difference with training: very active participation
Co-development differs from traditional training programmes by prioritising active participation and learning through feedback and the exchange of good practice between peers. Unlike learning environments, which generally involve a one-way transfer of knowledge from the trainer to the learners, co-development is based on commitment, dialogue and the exchange of practices. Everyone brings something to the group, and every contribution is valued. Participants become aware of what they know and what they have already achieved.
So there's nothing semi-passive about a co-development process, which emphasises collaboration and mutual learning. Because it offers tailored support to participants according to their unique objectives, development is accelerated compared with standard training programmes. With its practical knowledge, it is therefore a useful complement to traditional approaches to continuous training.
For example, the codev is ideal for this specific case, as opposed to a course on project management: as project manager, you are in an uncomfortable position with Mr. X on the Thingy project. The project is highly political and Mr. X is essential to its success. What are your levers of influence?
4 reasons for co-development in the workplace
In my practice, I have observed many advantages to co-development for companies and participants:
1. Encourage collaboration and synergies within the company
Co-development creates an environment of collaboration and interdependence through the process of sharing experiences, ideas and professional skills. This synergy encourages problem-solving, which helps to find concrete, innovative solutions to sometimes complex challenges. For example, the codev is an interesting tool for people from marketing, communications and product development teams who need to work together to develop a strategy and harmonise their efforts to launch a new product or service. It reinforces continuous learning from real-life situations.
2. Building support networks between participants
Co-development helps to cultivate meaningful links and mutual support networks between participants. Through regular interaction and shared experiences, participants can forge links beyond the professional sphere. These relationships not only provide emotional support; they also facilitate the exchange of knowledge and opportunities for career development.
3. Developing a leadership culture within the company
Management models are being shaken in contexts of uncertainty and complexity like VUCA / BANI. The development of professional identity is at the heart of current challenges in managerial practices. Implementing a co-development programme helps to bring out leaders within the company.
Integrating co-development into the organisational culture brings benefits in terms of soft skills, such as developing the ability to speak truthfully and to take a step back, without which it is difficult to nurture a leadership posture.
Participants practise focusing their thoughts and words, and getting straight to the point. Each participant has very little time, as the process is rigorously timed, which is a key learning point for executives and senior managers.
4. Fostering a culture of openness
By practising co-development, you learn a different way of dealing with the difficulties of your day-to-day professional life and how to challenge yourself. It is essential to be able to take a step back and adopt a stance of continuous improvement in your professional practice.
In addition to problem-solving and solution-oriented discussions, the codev enables participants to get to know each other better. For example, is it easy for everyone to speak up? Who immediately feels in competition or judged by the others? Participants discover how others work and how they think. This encourages everyone to take time to reflect on their own practices and those of others.
By exposing their difficulties, the "clients" of a co-development session recognise their limits and agree to ask their peers for help. In return, each participant expresses his or her point of view, without a power struggle. Everyone experiences non-judgement in a professional context, linked to more sincere communication. This is what generates openness and a climate of trust.
The 5 conditions for successful co-development
To implement successful co-development initiatives, organisations can adopt a number of strategic approaches tailored to their specific needs and objectives:
Five conditions are crucial to the success of co-development in the workplace:
1. The composition of the group
It is advisable to bring together peers who are at a similar stage in their career and who are open to and respectful of each other. By relying on each other throughout this collective reflection, the reliability of the group is at stake.
2. A long-term commitment
Participants are expected to attend regularly, as the process is based on solidarity and mutual support. Everyone takes it in turns to be client and consultant; on the day you become a client, you want as many consultants as possible to help you. Co-development is based on voluntary participation, reciprocity and empowerment.
3. The framework set by the facilitator
The coach facilitators ensure that the various stages run smoothly and that discussions remain confidential, which is crucial if everyone is to be able to share and discuss sometimes sensitive subjects without fear. The aim is to encourage active listening and a diversity of viewpoints, with a structure and ground rules that are clear to all. The psychological safety of the participants is at stake here.
4. An investment of time on the part of the participants and the company
Organising sessions requires careful planning, and time must be set aside during working hours for co-development sessions.
5. The right format
So that the CFO based in London can be in the same group as the CTO in Paris, the codev can take place remotely, by video. With, of course, a reliable, easy-to-use online platform and a 2.0-wired facilitator.
At the same time, it is important not to expect everything from a co-development programme. It is impossible to teach everything using the co-development method, for example technical subjects that require a training approach, or to replace managerial qualities such as courage.
In conclusion
Co-development is a powerful tool for encouraging collaboration, nurturing talent, accelerating professional development and integrating learning. By harnessing the synergies between participants and drawing on collective expertise, companies can stimulate innovative solutions, strengthen employee commitment and help teams reposition themselves as agents of change. Co-development is a useful lever in a context of organisational transformation, as it offers a unique blend of collaborative learning and personalisation.
