The complexity inherent to activities such as people management or case management makes them unlikely to be modelled, as they call on a variety of skills and their outputs are varied.
Most often, training programmes are based on theoretical objectives, and this does not answer the needs for efficient training.
In co-development sessions, participants work together for solving problems each in turn brings to the table. Groups can be composed of employees from the same team, or who work in complementary roles, or in the same type of role within the organisation or in different organisations. They create solutions and develop skills that will enable them to face future issues.
- Conducting co-development sessions
Participants (4 to 8 in a group) gather for several sessions (ideally at least as many as the number of participants). One participant’s issue is studied on each session. The facilitator is the guarantor of the process and introduces models useful to the participants and which promote reflexion and the search for solutions.
The solutions created open up many promising prospects directly applicable.
Groups can gather in a defined number of sessions or on a regular basis for a defined length of time (i.e. a year or more).
Participants learn from each other, and the group is a space for exchange and support. Therefore, co-development can be used as an element of a programme for preventing stress at work.