June 16, 2023

What is the Collective Intelligence Model? A Guide to Driving Organisational Success

Revolutionize Decision-Making in HR with the Collective Intelligence Model. Explore the key dynamics and discover how to leverage the right platform for effective decision-making, collaboration, and success.

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Throughout history, the success of human collectives has been intricately tied to their ability to excel in specific domains. In the hunter-gatherer stage, individuals strived to become exceptional hunters or gatherers. During the agricultural stage, prosperity hinged on the efficient cultivation of crops. The industrial stage rewarded those who possessed superior factories and machinery. And now, in the information age, organisations flourish by harnessing the power of intelligence and having access to the best information.

Today, organisations are embarking on a transformative journey towards collective intelligence. This groundbreaking concept taps into the combined knowledge, insights, and perspectives of its employees to address complex challenges and drive effective decision-making. By embracing the three fundamental steps of the collective intelligence model—Crowdsourcing, Co-Creation, and Self-Organisation—organisations can evolve and flourish. These dynamics represent stages of growth, where organisations gradually transition from passive and individualistic mindsets to active and collective engagement.


In the passive and individualistic quadrant, we find crowdsourcing, a widely utilised approach often realised through employee satisfaction surveys conducted by HR professionals. During this stage, management initiates the process by requesting information from the platform. The platform then relays the request to the employees, who provide their feedback or input. Subsequently, the platform conveys this feedback to management, who follows up on the received input. While this method can yield valuable insights, it tends to lack active participation and collective ownership. The focus remains primarily on individual satisfaction and contributions, impeding collaboration, innovation, and the realisation of the organisation's full potential.


As we move towards the middle of the model, we encounter co-creation—a dynamic that is balanced between individual and collective mindsets. Co-creation involves actively engaging employees in collaborative efforts, empowering them to contribute their unique perspectives and expertise. In this stage, management seeks input from employees through a dedicated platform. Employees provide their feedback or input, and the platform facilitates communication between management and employees for follow-up. This approach cultivates a sense of collective ownership and shared responsibility, unleashing the full potential of collective intelligence. By encouraging individuals to actively participate in decision-making, problem-solving, and innovation, organisations unlock creativity, foster a culture of collaboration, and achieve more effective outcomes.


At the pinnacle of the model lies the dynamic of self-organisation, driven by an active and collective mindset. In this quadrant, individuals take ownership of their roles within the organisation and actively contribute to collective goals. Empowered to make decisions and collaborate autonomously, employees demonstrate initiative, agility, and adaptability. During this stage, management assumes a moderator role while employees interact directly with the platform. Employees request input, provide information, and follow up on the process through the platform. This direct interaction facilitates the free flow of information and ideas, enabling efficient decision-making and problem-solving. Self-organisation unlocks the full potential of collective intelligence, fueling innovation, agility, and sustained success. This dynamic empowers organisations to respond swiftly to challenges, seize opportunities, and achieve exceptional outcomes.

To support an organisation's progression through these stages of collective intelligence, it is essential to harness the appropriate technology. The ideal feedback tool would provide centralised space for seamless interaction between management, platforms, and employees. Through this platform, management can initiate requests, gather feedback, and closely follow up on employee input alongside their team members. Employees, in turn, actively contribute, share their ideas, and participate in meaningful discussions, becoming integral decision-makers. HR professionals should aim to find a platform that facilitates the smooth exchange of information, fosters collaboration, and supports the self organisation of solutions. By selecting the right platform, organisations can enhance their collective intelligence journey, empowering their workforce and driving success.

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