Our approach - Effency

OUR APPROACH

Work team, the core of companies’ efficiency

50 %

of work time

is collaborative

71 %

of millennials

advocate for more inclusive companies

66 %

of managers

are stressed at work (54% of employees)

2

billion euros

The social cost of occupational stress (Sources: INRS)

12600

Euros / year

Overall cost of workplace malaise

A successful project obviously relies on technical skills and theoretical knowledge that all the members of the team should have.

Whether they are parts of working teams, managing teams, transverse teams, or project teams, what matters more than just knowledge, are collaborators personal qualities. This impacts both the group’s efficiency and its members’ well-being.

This is the reason why Effency conducted a research work in cognitive sciences, within its partnership with Cog’X.

Independently of skills, there are two elements that play a major role in the success of collective work. Those are the good dissemination of ideas among the group, and the implication of all members in a given task. Many research works in cognitive sciences showed that personality traits, which, if they’re shared with the group members, may participate actively to the achievement of these two collaborative functions.

APPROACH

Key characteristics

The agreeability is your willingness to cooperate and to be in agreement with others. This trait is particularly important in the social interactions and guarantees cohesion in the group.

Agreeability

Knowing how to assess your skills is crutial when discussing with others. Indeed, while accurately estimating your capacities, you can evaluate the relevance of your ideas.

Skills

Conscientiousness refers to the ability to plan and execute the timeline of a project without deviating from it. Conscientious individuals demonstrate reliability and rigor when assigned tasks.

Conscientiousness

People prone to neuroticism tend to keep turning over negative thoughts. They are then animated with feelings such as anger or anxiety. When these traits are marked, it is difficult to maintain pleasant and effective social relationships.

Neuroticism

Extraversion measures how easily you interact with others and communicate with the outside world. Within a group, extraverted members tend to express their ideas with pleasure and participate actively in the discussion.

Extraversion

Group belongingness is the tendency to feel part of a team and to mobilize your efforts for collective success. When you feel part of a group, you make general success a personal success, which increases the motivation and pushes to do well.

Group belongingness

Evaluating your self-effectiveness means being able to accurately estimate your own ability to solve problems. While working in team, unexpected events are common. They can generate stress and impair your mind and lucidity. To solve this problem, it is crucial that team members know how to propose and defend solutions that they have accurately evaluated […]

Effectiveness

Self-esteem is the image you have of yourself. It affects participation in collective discussion. Team members generally appreciate the company and the ideas of people who have good self-esteem… but without excess!

Self-esteem

Why cognitive sciences?

Effency is interested in interactions among members of a team. With Effency’s tools, you won’t be receiving a typical profile. We do not put tags on people: there are no good and there are no bad profiles. Only the group is analyzed.

Effency developed a test oriented specifically towards collaborative work. It gives you the keys to feel better among your team, through a better understanding of the way you work and through discovering how the others work.

Ask for a demo

Bibliographical references

“ Equality bias impairs collective decision-making across cultures ”

A. Mamoodi et al. (2015)

/

Proc Natl Acad Sciences. 112(12): 3835–3840

“ Social influence protects collective decision making from equality bias ”

U. Hertz et al. (2015)

/

Journal of Experimental Psychology: Human Perception and Performance, Vol 42(2), Feb 2016, 164-172

“ Does interaction matter? Testing whether a confidence heuristic can replace interaction in collective decision-making ”

B. Bahrami et al., (2012)

/

Conscious Cogn. 2014 May; 26(100): 13–23

“ A re-examination of brainstorming research: Implications for research and practice ”

Isaksen, S. G., & Gaulin, J. P. (2005)

/

The Gifted Child Quarterly, 49, 315-329

“ Convergence to consensus in heterogeneous groups and the emergence of informal leadership ”

S. Gavrilets et al. (2016)

/

Nature Scientific Reports 6, Article number: 29704 (2016)

“ Philosophical Transactions of The Royal Society B. Volume: 370. Issue: 1683 ”

Schroeder et al. (2016)

/

Nature Scientific Reports 6, Article number: 29704 (2016)

Testimonials

Concrete results

“ Effency’s diagnosis allowed us to know ourselves better, to all go in the same direction, and to improve our everyday practices. We formed a real team. ”

“ The restitution allowed us to weld our team. ”

“ The approach federates envy. ”

“ Thanks to the exchange of results, members of my team have better knowledge of the way they work: it stimulates their initiatives. Members of a team help each other more. ”

“ Effency’s test is essential for reciprocal attention and inclusion. ”

“ This test conforted me in what I think of my personality, although I don’t speak easily in public, except if I know the group. This test also taught me how to say what I think with diplomacy. Thank you Effency! ”

“ An interesting experience that allowed us to strengthen the team spirit that already existed and that pointed us to each of our weaknesses and strengths in order to improve our collective work. ”

Credentials