Corporate Talent Detection and Development

3 Operating Principles Related to the Issue of “Talent”

3.1. Intelligence-talent-competency: dynamic principles before words

3.1.1. Talent and competency: specific operating modes

“Because intelligence, as a human skill, is not a fixed skill or some ‘understanding’ stranded in its categories (perhaps the famous Kantian categories), but a capacity that is opened in court, in the worksite, that de-categorizes, re-categorizes and deploys itself all the more as it crosses deviated intelligibilities” [JUL 12, p. 46].

How is this part key for the reader and for the professional? Why not go to the “essentials” by already giving a method enriched with tools right now? As leaders, we have learned that applying “recipes” can make us dependent on those who sell them. Once the “recipe” is used by everyone, everyone knows the “trick” and the effect then fades and dissolves. We have learned that a “recipe” can lead to the “Photoshop syndrome”. Using the same tool and therefore the same options – even varied ones – leads to “identifiable” and predictable results. Moreover, the “recipe” has the disadvantage of not “showing” how it was thought of; it explains (smoothes creases), but it does not explain (make it visible) the underlying process through which the person who proposed it has passed. In simple terms: the ingredients of a soft drink are given, but not the “formula”.

It is the same for “ideas” and “concepts”, when everyone uses the same “models”, we end up generating a “normality” ...