The Collective Intelligence Manifesto

decision-making excellence

How do you take collective intelligence to infinity and beyond in your organization? In answer to this question, I offer you 9 principles that will enable you to move from intention to action.

WARNING: This manifesto is intended for readers who have mastered the tools and concepts of collective intelligence (books, conferences, training). I would need several hundred pages to define and explain the terms used in this manifesto… and then it would no longer be a manifesto, but a book!

Version française…

1. Differentiate the simple, the complicated and the complex

Differentiate the simple, the complicated and the complex in order to choose the right management mode and to achieve decision-making excellence. Each decision-maker (manager, expert, leader) can be confronted with 3 different situations that involve 3 different decision-making processes.

Complex (several areas of expertise must be mobilized): use collective intelligence management (round table discussion, digital sprint, Strategic Codev) to find the direction to take, the Why. Today, the Codev is used as a training tool, but it can also be used to solve complex problems ( Strategic Codev) or complicated problems ( Operational Codev).

Complicated (one kind of expertise must be mobilized): use participative management (Post-it wall, World Café, Operational Codev) to find the way of reaching the destination, the How.

Simple: use Command & Control to set tasks and objectives, the What.

2. Co-constructing

Collective intelligence is a process of co-construction. It is not a matter of co-creating in order to find an original, disruptive or new solution. It’s not about co-llaborating by sharing ideas. It is a matter of hybridizing ideas shared by people in order to bring forth a viable, robust, durable solution. Co-construction is also the demonstration of one’s belief in another’s intelligence.

Lessons learned: if you organize co-construction with people who have a status, a degree, a power, you will construct a groundless solution and contribute to the disengagement of teams.

Good practiceco-construct with the people who will execute the decision or who will be impacted by it. This way, you mobilize intelligence from the field. You will avoid running in the wrong direction or creating resistance to change. To identify who will execute or who will be impacted, you must implement a holistic and systemic approach.

3. The Chief speaks last

The chief speaks at any time in information & coordination meetings (assignment and follow-up of tasks, information about the life of the team or the organization) or in meetings for sharing good practices (lessons learned).

In problem-solving or creative meetings, we need to generate as many ideas as possible with great freedom of speech. In these meetings, whether he or she is a manager, leader, expert or supervisor, the chief (decision-maker) speaks last, or else the showing-off will immediately begin. Even if he/she is kind, compassionate, open, modern, the chief holds your career in his/her hands: bonuses, promotions, training, raises. He/she can also contribute to your dismissal. Collective intelligence autodestructs the instant the chief opens their mouth.

Good practices: once the discussion has gone several times around the table, the chief speaks when everyone has said “I pass.” In a digital sprint, after about 15 minutes, he/she asks if everyone has finished and then speaks.

Lessons learned: the chief listens attentively when he/she learns to be quiet each time he/she wants to speak. He/she can more easily take over an employee’s idea since no one will know whether it was his/hers or whether he/she was “inspired.” This prevents ballistic thinking: the chief who shoots down any idea different from his/her own throughout the meeting!


Sharing ideas (collaborative or participative management) consists of juxtaposing ideas as one would juxtapose Post-its. Collective intelligence allows you to combine, hybridize ideas. To do this, you must listen and read with lots of concentration. You must think the idea interesting A PRIORI, before devoting a maximum of attention to it. Next, you must be patient: hybridization begins after 5-10 minutes when writing (silent meetings) and after 10-15 minutes in verbal discussion.

Only round tables and digital sprints allow the creation of hybridization. No hybridization if participants do not share the floor with active mutual listening. With the Post-its wall technique, each person writes his or her own post-its on their own side and then the speech is not necessarily distributed in the verbal debriefing phase.

Lessons learned: there are conditions favorable to hybridization: benevolence, humility and patience. Time is the worst adjustment variable in collective reflection: you must consent to make the time, especially if you favor discussion over writing.

5. Distributed Speech

Speech is truly distributed through the round table technique or digital sprint. There is no collective intelligence when you interrupt, monopolize the discussion, fight to take the floor or fight to keep it. You like direct and spontaneous interaction: being totally free to speak up whenever you want? You like verbal ping-pong, sparring and dueling with a winner and a loser? Unfortunately, this is absolutely incompatible with a good collective intelligence dynamic. How can you open yourself up to new ideas (open-mindedness) and generate collective intelligence if the intelligences around the table do not have equal opportunity to express their ideas?

Lessons learned: those who express themselves well (verbal intelligence, good orators), those with charisma, the “quick”, the extroverted, the chatty, the elder, the chief will occupy 80% of the speaking time even though they are a minority. The meek, the introverted, the “non-expert,” the young, people with a complex or jaded by meetings, have very good ideas, do you want to hear them?

6. Knowing how to be quiet

You cannot learn to listen if you do not learn how to be quiet when you want to talk. Keeping quiet when you have nothing to say is very easy: it is not a skill!

Keeping quiet allows attentive and active listening. You are then capable of truly understanding another’s point of view. You are not listening when you are fighting to take the floor or to keep it. Moreover, even when we try to really listen, we are often actually preparing our response instead of listening.

Lessons learned: very few people are capable of keeping quiet naturally, spontaneously. It is an almost unattainable soft skill! You must therefore turn to a formidable know-how: the round table technique or the digital sprint.


In a meeting to solve a complex problem, expressing disagreement is a right and even a duty, but it must be done with empathy and deep respect. No humiliation, no hurtful words, you give your opinion on an idea and not on a person. It is important to put yourself in the other’s place, how will he/she take criticism of his/her idea? You have to be tactful.

In a spoken exchange, criticism of an idea is not constructive if it is malicious. Provide facts, observations rather than value judgments (negative opinions) that will be a source of conflict. Writing serves to gather ideas and not critique them. An oral exchange is therefore indispensable after a digital sprint.

Bad practices in Strategic or Operational Codev: “Thank you for your ideas, but I already knew all that. You have taught me nothing or not much”; “Thank you, but I have already tried that idea and it does not work”; “Thank you, I have not tried that idea, but I doubt it will work.”

Many organizations promote benevolence, but where are the penalties and rewards? You will leave behind organizational incantations the day that maliciousness becomes a red line: actually sanction non-compliance. Just like harassment, maliciousness is a poison that gradually renders your organization toxic. Little comments, words, postures that accumulate and destroy engagement, trust and therefore collective intelligence over time.


In complex situations, nobody knows with certainty what must be done. In 6 to 12 months, you will know if the decision was good or bad. At the beginning of a Strategic Codev, the decision-maker absolutely must explain that nobody knows: not him or herself, not the participants, no one! In the complicated situation, everyone knows with certainty, but many roads lead to Rome. Only one will create engagement and trust. Which one? Nobody knows for sure. So, it is necessary to co-construct this road!

Humility requires courage in hierarchical organizations: affirm that no one knows everything, that you might be mistaken.

Bad practice in a Codev: being 100% sure that an idea is bad. Put the people who will execute the decision or who will be impacted by it around the table and you will de facto create the conditions of a collective humility!


In the framework of a meeting in collective intelligence mode, trust results from 3 factors: benevolence (7th principle), engagement (no stowaways) and mutual acquaintance. It is necessary to take the time for each participant to introduce themselves before launching a meeting. If time permits, plan an icebreaker.

Good practice: accept and encourage humor to reduce tension (speaking out spontaneously even if it breaks the rotation of the round table).


Lost in translation while reading this post? I invite you to register for my next conference or training!

If you wish to go further on certain principles, I invite you to discover the decision-making excellence manifesto (20 principles) which can be found in the appendix of my last book:

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