In today's dynamic business landscape, organisations are discovering the inherent value of active employees who prioritise collective thinking. By fostering a culture where individuals go beyond their individual roles. Organisations that nurture active employees who prioritise the collective gain numerous benefits. Active employees demonstrate higher levels of engagement, collaboration, and commitment to the organisation's goals. They bring fresh perspectives, innovative ideas, and a sense of ownership that leads to improved teamwork, problem-solving, and overall organisational performance. The reason this is important is because in the industrial era the organisations that were most successful had access to the best factories and the largest employee bases, but with society in the information age the most successful organisations are the ones that have the best intelligence.

Collective intelligence models

Collective intelligence models, encompassing the three phases of crowdsourcing, co-creation, and self-organisation, harness the collective: knowledge, expertise, and insights of a group of individuals to address complex challenges and drive effective decision-making. By leveraging the diverse perspectives and experiences of employees, organisations can foster a culture of creativity, innovation, and improved outcomes. The application of collective intelligence enables organisations to make more informed and comprehensive decisions, resulting in enhanced competitiveness and adaptability. A method to collect this information is through surveys.

Employee satisfaction surveys

However, Employee satisfaction surveys, although widely used, can inadvertently reinforce a passive and individual mindset. These surveys often focus solely on individual satisfaction, overlooking the potential for co-creation and encouraging a collective approach to problem-solving. Due to the nature of employee satisfaction surveys, employees will give their answers then it is up to management to make decisions based on feedback. There is no collaboration between employees and much less between employees and management. Employees therefore do not take an active role in the evolution of their organisation. This can hinder innovation, and undermine the potential of employees to contribute to the collective intelligence of the organisation.

To transition towards an active and collective mindset, organisations can implement strategies such as:

1. Cultivate a culture of collaboration and shared purpose, emphasising the importance of teamwork, knowledge sharing, and collective goals.
2. Embrace co-creation and participatory decision-making, involving employees in strategic planning, problem-solving, and innovation initiatives to tap into their diverse perspectives and expertise.
3. Utilise technology that allows for employees to actively give input and make continuous impact. Find a platform that gives employees the chance to give feedback on a routine basis, Empowers them with a transparent view of your organisation's performance, and allows the opportunity to actively collaborate.

To be successful in the information age organisations need employees to be more active, collaborative and engaged by making an important growth from a crowdsourcing to a co-creating perspective. By leveraging technology, such as Deepler, an organisation can streamline its communication, foster collaboration, and enable the effective capture and sharing of knowledge and insights across the organisation. So, go find a powerful tool to facilitate the shift from a passive and individual mindset to an active and collective one!