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Rules of procedure when implementing a new project

comenius 2.1 - 118447 -EPIDORGE et comenius 1.3 PRODDIGE

Create a « protected » space for reflection and discussion where :

- freedom of expression is guaranteed
- all points of view including those of the minority are heard and respected

• Define a common code of conduct :confidentiality, willingness to listen, detachment and setting aside of the usual hierarchical relationships

• Define the respective role of each individual and formalise this by drawing up an internal contract within the portfolio.

• In order to obtain a collective vision, ensure that the project group members represent all the diverse points of view.

• Ensure that the terms of contract and action are clearly defined for all those involved. Consider :
- the objectives of the project (adaptation, transformation, missions, practice, structures)
- what to do and how to do it (the different stages, deadlines, availability, support, procedure)
- the origin of the project (who decided on this- management, a work group, an administrative body…)
- the importance of seeking novel alternative solutions

Set up a dialogue where individual points of view can be voiced and debated: 

• Do not simply note the various points of view – each one must be judged in relation to the others, concretely, by posting up an exhaustive list of problems and propositions for each theme or activity..

• Note down the problems and  propositions on the same list

• Ensure that each of these is taken into account 

• Do not rank opinions

• Do not  quantify  opinions

• Exchange and confrontation must be managed
- A facilitator needs to be present for the exchanges
- Ensure that a time frame has been fixed from the outset (eg : decide to have a week with access to a notice board on which problems and propositions may be noted down and debated. )

Look for several solutions for improvement, not just « the best »

• Using differences constructively and creating an atmosphere of respect and equality will lead to a creative common project. This idea comes from Sainsaulieu et al. (1)

• Facilitate creativity and imagination by playing around with all the ideas given: leave room for imagination (2) 

• Use concrete supports to discuss ideas : 
- diagrams
- drawings
- examples

• After noting individual points of view, work as a group to pool ideas and make headway together. 

Gradually come to a compromise concerning the implementation of the innovation

• Clarify :
- the points on which all those concerned agree
- the points that are contradictory or cause conflict or tension
- the various possible solutions

• Use other sources to confront your ideas (historical, educational, statistical or comparative sources…)

• Build a compromise based on the strengths, the bases or the axes of development within the establishment

• Proceed methodically in a gradual and systematic way

• Go through all the necessary channels to formalise the agreements, show support and conviction for the new scenarios envisaged by encouraging further reflection and both formal and informal discussion. 

• Establish  new social relations where the skills of each member are valued 

Formalise the agreements on an as-and-when basis, building on the identifiable strong points. File these in the portfolio.

RULE OF THUMB = After each session, establish the points of agreement and disagreement clearly in order to rationalise and shape the innovation project collectively. 

• Do not rework or rewrite the project at the end of the process and in the absence of those who contributed to it, or else the whole process will lose credibility.  

Get the innovation project validated  within the institution.

• The management and the administrative council need to :
- validate the proposals of the project group
- take final decisions on points of disagreement and on the proposed priorities.
- negotiate the planning of the project with the powers that be 

1 and 2) R. Sainsaulieu, P.E Tixier, M.O Marty, « De l’imaginaire au projet collectif », p. 254-257

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