Collective intelligence

" For it is possible that the many, though not individually good men, yet when they come together may be better, not individually but collectively, than those who are so, just as public dinners to which many contribute are better than those supplied at one man's cost; for where there are many, each individual, it may be argued, has some portion of virtue and wisdom, and when they have come together, just as the multitude becomes a single man with many feet and many hands and many senses, so also it becomes one personality as regards the moral and intellectual faculties. This is why the general public is a better judge of the works of music and those of the poets, because different men can judge a different part of the performance, and all of them all of it. "

(Aristotle, Politics, Book III, Chapter 11)

Bouncing Balls Lumière
Éclat de lumière

We wish to create a company that respects and promotes diversity, and offers innovative, inclusive and stimulating management, with collective intelligence as its cornerstone: de-hierarchy of production processes, listening, dialogue, positive confrontation of the opinions of all stakeholders (employees, subcontractors, partners, shareholders...), while respecting the expertise and identity of each of them. The underlying philosophy of our approach lies in the fact that a higher quality of dialogue between stakeholders allows for better fluidity, better efficiency of each as an individual and of all participants as a group, while ensuring the fulfilment of all...and thus producing better films.

Film production relies on groups of experts with heterogeneous profiles (scriptwriters, directors, actresses and actors...). Created for the time of a shoot, these ephemeral groups must, in a very short space of time, become creative, operational, efficient and harmonious groups, whereas the shooting of a film can be unpredictable, even chaotic. This is where the tools of Collective Intelligence come into play.

Definition, implementation and benefits

What is collective intelligence?

Collective Intelligence «is the cross-fertilisation of multiple intelligences of a group, where each one manifests the will to contribute and cooperate equitably in the service of the living. To accompany its emergence, facilitation postures and processes allow to open and maintain this space of "living together differently" where trust, authenticity, creative energy, interrelationships and interdependencies are cultivated. Cooperative Intelligence gives substance to sustainable projects where relational innovation and sustainable results are combined" (Marsan et al., 2014).

How does it work?

Collective intelligence is based on and values diversity and complementarity of:

  • Soft Skills

  • Know-how

  • Artistic skills

  • Points of view

But collective intelligence cannot be decreed: a poorly organised or badly managed group can quickly become the site of misunderstandings, even quarrels and therefore inefficiency. It is therefore based on tools and methods. There are 2 types of tools that allow collective intelligence to emerge (see: our tools):

  • Managerial tools: how to optimise a group's human capital

  • Ideation tools: how to encourage and catalyse a group's creativity

For what benefits?
  • To encourage responsibility, innovation and creativity that are essential to the process of artistic creation.

  • To involve employees in the decision-making process and thus strengthen the links between them. Generate enthusiasm, commitment, cohesion

  • To set up processes that are both dynamic and sustainable: group members contribute to finding solutions that they implement themselves.

  • To provide the framework, method and flexibility needed to manage the complexity and sometimes chaotic nature of artistic production.

  • To work on people’s empowerment: power to act, knowledge sharing, fulfilment


All the players in the production chain thus create innovative solutions and implement them efficiently, in the service of the artistic creation process.

Our management tools

Confidence circuit

Trust is the main factor in the cohesion and therefore the development and creativity of a team. But how can we create a climate of trust in a group that is both ephemeral and heterogeneous, as found in the film production process? What are the risks inherent in a lack of trust? In his book the 5 dysfunctions of a team, a leadership fable, Patrick Lencioni describes the consequences of lack of trust on a team.

  • The foundations of a team are based on trust. Lack of trust in others is often linked to a lack of self- confidence, which in turn is linked to archaic fears from our inner self. It is therefore a question of identifying, accepting and revealing one’s own vulnerability. Being vulnerable and showing one's weaknesses is culturally not very accepted, especially in the professional world. Consequently, we are not honest. Yet honesty is the very basis of trust.

  • Lack of trust can then become a source of conflict or even a lack of the healthy confrontation of ideas that is essential to the creative process. Frustrations and tensions can then arise within the group.

  • A disengagement then ensues: the members of the group work, without really caring about the quality of the artistic work they co-produce.

Mutual trust is therefore a key element that promotes cohesion, communication and collaboration between members of organisations. However, collective intelligence can emerge if locks such as ego, competition, fear of conflict, lack of confidence in oneself and in others are broken down. This is what Vincent Lenhardt calls the Circuit of Trust, in his book Les responsables porteurs de sens (The meaningful managers). This circuit of trust is implemented through a virtuous spiral and is built over time in the long term. Easier to destroy than to build, it is the sine qua non condition for a creative and efficient team.

A kick off session, in collective intelligence, to create the confidence and conditions for the success of the film's production.

In concrete terms, how can a circuit of trust be created between the stakeholders in the film production process? Prior to shooting, it is a question of bringing together all the stakeholders around a kick off session in order to:

  1. Present the group's values and operating rules

  2. Share the different individual mental representations related to the process of artistic creation

  3. To allow everyone to be recognised as a subject and not as an object in the production chain.

  4. Thus, creating the conditions for trust in each other and interdependence.

  5. Become a united group

Shared vision and high-performance group

This kick off cession is an opportunity for the group to work on its shared vision of film production. It helps the group to:

  • Co-elaborate its vocation through shared representation,

  • Identify its medium-term challenges,

  • Agree on its organisational, cultural and ethical values

  • And finally agree on a modus operandi and an action plan to improve the quality of relations, the efficiency of the process and, ultimately, of the quality of cinematographic artwork itself

The group will thus move from a simple collection of individuals to a high-performance and supportive team:

Indeed, without kick off, individuals do not really work together. Team development is mainly focused on the skills and technical expertise of each individual. There is little exchange and autonomy, which can increase competition between team members. Achievement of personal goals prevails. The ability to solve complex problems is low.

Working on trust and vision helps to develop listening skills within the group and the continuous improvement of its operations. Individualities gradually fade away in favour of the team. Employees are autonomous, take initiatives spontaneously and are ready to face the unexpected inherent in the production of a film. Employees are driven by the very meaning of the creative process in which they are involved. Moreover, each individual has a holomorphic view of the team: each is a part of the team and at the same time represents the whole team. In other words, everyone knows his or her role and each member becomes an essential link in the overall functioning of the team.

In order to set up all the kick off workshops, we call on a pool of experts and facilitators in collective intelligence, who can be quickly mobilised.

From team coaching to individual coaching

As we have seen, the effectiveness of the group depends on trust and therefore on the ability of team members to identify, accept and reveal their vulnerability. At the same time, however, it is also a question of strengthening the self-esteem of each participant. To do this, we offer each team member the opportunity to benefit from individual coaching which is a process of help offered by a coach to a coachee through a one-off intervention or a long-term accompaniment. We speak of co-construction because it is in the intersubjectivity of this helping relationship that the coachee will gradually forge his own solutions, realise his vision, goals and desires in the perspective of a sustainable and global development. The helping relationship between the coach and the coachee will encourage the emergence of a step back through questioning leading to a better understanding of oneself, which allows the person to reposition himself, to consider differently the problems she or he faces and her or his relationship to these problems.

We therefore allow all participants who wish to do so to benefit from personalised coaching throughout the entire film production cycle, and even beyond. To this end, we call on a pool of certified expert coaches.

Festival de Musique

Our ideation tools

The aim here is to enable the group to set up its own operating mode, allowing each person to share his or her vision of the ideal film production chain. In order to achieve this, the kick off cession uses different tools of ideation:

The aim of these tools is to bring out the team's capacity for self-organisation and collective wisdom through the establishment of a profound dialogue, which invites people to commit themselves and take up the challenge of creating an artistic work as a team.

The aim of this tools to improve decision-making processes, more effective development of skills and greater responsiveness. Group members become more autonomous, more responsible and more able to contribute to the creative process.

These tools include, for example

  • The World Café

  • The open forum

  • The Walt Disney method

  • Co-development

And then...

Once the high-performance group has been set up, it will be a question of maintaining the culture of collective intelligence throughout the production chain:

  • At each major stage of pre-production

  • During film shooting

  • In the post-production phase

  • During the marketing phase

A group of expert facilitators therefore accompanies the team through all these phases

Measuring results: what impacts?

We are convinced that the implementation of Collective Intelligence processes makes the group more efficient and we wish to support our conviction with tangible analysis criteria. In order to measure the effectiveness of all these support measures, an impact measurement will be carried out. Thus, for each profession, we will measure the gains in terms of:

  • Time

  • Costs

  • Productivity

  • Creativity

  • Wellness

And thus, to obtain a precise and quantified measurement of the added value of management and ideation processes in collective intelligence.

In the longer term, we will measure the impact of the collective intelligence process on the attractiveness of the company among experts of the film industry. We also wish to share these practices within the film industry.