Coach Tous Temps

 Interview de Michael Schrage sur la créativité : le point clé pour manager des relations créatives et innovantes, c’est un espace partagé.

What I really found at the core of innovation weren’t only creative individuals, per se, but rather creative relationships. Intriguingly, the key medium for managing those creative and innovative relationships was the shared space.[…]

I found […] that collaboration was grossly underreported in the literature on creativity and design and learning. My key observation was that it takes shared space to create shared understanding. Moreover, the properties of the shared space shape the quality of the collaboration. 

The interaction changes dramatically when you add a shared space. Most of us have had the experience of getting into a friendly discussion over lunch with a friend or colleague, when you pull out a pen and begin writing on a napkin or a piece of paper, and the other person says, "No, no, that’s not what I mean." Then they take the pen and paper from you and mark it up to modify what you were saying, and you begin conversing around the images on the paper. […]. You are no longer talking to or with that other person. You are talking with the other person through a medium, a reference point or shared space that becomes like a little capture device, a little reflector of the conversation. It changes the point of reference for what is going on. The shared space fundamentally transforms the dynamics, not just of the representations, but also of the interaction between people. It changes the ecology of the interaction.

Shared space, shared understandings are critical. If you don’t have a shared space you’re not collaborating.

 [c’est moi qui souligne]

Effet frappant en coaching (essayez) : uniquement en face à face, en conversation; puis en faisant un schéma sur un feuille de papier; puis en notant sur un paperboard.

A psychological Power Law called the Peak | End Rule. First discovered by Nobel-prize winning psychologist Daniel Kahneman, the principle states that "what we remember about the pleasurable quality of our past experiences is almost entirely determined by two things: how the experiences felt when they were at their peak (best or worst), and how they felt when they ended. This ‘peak-end’ rule is what we use to summarize the experience, and then we rely on that summary later to remind ourselves of how the experience felt." Simply put, our entire recollection of an event, a period of time, a relationship or even a person can come down, in large measure, to how we felt at the zenith or nadir of the experience and especially at its’ conclusion.

Importante remarque chez JD Hoag (spécialiste PNL) :

• If a person has an away-from goal, once the things they want to avoid have been avoided, there’s no more goal. An example would be a person whose goal is to "not be poor." As soon as the person evaluates that they are not poor, they lose a significant portion of their motivation to make money — until they no longer have enough, at which time they’ll be motivated again. So away-from goals tend to produce inconsistent, on-off, see-sawing motivation.