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Afeissa Aglietta Aït-Touati Alphandéry Anderson André Ansay Anvar Arnsperger Askenazy Astesiano Audard Bachet Badot Balmary Barbier Barton Battiato Bauwens Benoist Bernard Berns Berque Bersini Berten Besnier Bigo Blondiaux Bo Bobin

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Définition des 12 déterminants du bien-être au travail - Fabrique SpinozaFabrique Spinoza

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Faisant le constat de la diversité des outils et des trames d'analyse du bien-être au travail, la Fabrique Spinoza a souhaité effectuer une revue de littérature, ainsi qu'une revue des outils de mesure pour élaborer un cadre d'analyse global, visant l'exhaustivité et ne se réclamant pas d'un courant de pensée particulier (ni psychologie positive, ni sociologie des organisations, etc.)

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In the book Collective Genius, the authors [1] write

If you want to produce something truly new and useful, you cannot know - by definition - exactly where to go. That's why leading innovation is not - cannot be - about being a visionary. The last thing you want is a team that defers to you to set a course ... . If your goal is innovation, then your role must instead be to create an environment - a setting a context, an organization - where people are willing and able to do the hard work of innovation themselves: to collaborate, learn through trial and error, and make integrated decisions.

So here is the problem situation: How can we become more responsive and innovative in organizations where strategy and leadership are broadly distributed across multiple teams, and more deeply integrated into all aspects of organizational life?

This article suggests that collaborative leadership practices can benefit from simple models that can be used as tools or templates to build a common language around some of the deeper, hidden process-patterns underlying change in self-organizing systems. These models all tell us that change in self-organizing systems itself is dynamic, and oscillates between different phases and scope.

As figure one illustrates, some of these phases escalate complexity and increase risk, while others release complexity and decrease risk. Some of the phases are derived from complex adaptive processes (CAP) and others from complex responsive processes (CRP). Adaptive processes function in contexts that are known and have regular feedback loops, such as adapting to drought conditions or interest rates. Responsive processes function where there is no context that gives a direction or meaning to decisions, options or actions. Responsive processes are spontaneous and open-ended, and their outcomes emergent. Being able to identify and inquire into these different processes enables teams to adopt intentional practices that can help integrate strategic conversations around different phases of change.

What makes an ecosystem healthy and resilient, is the same formula that makes an organization healthy and resilient - capturing process flows through all phases of change. In an ecosystem, this means optimizing energy flows in and out of different ecological niches. In an organization, this means optimizing resource allocations in and out of different locations. In an organization, strategic decisions steer resources such as investment and budgets, equipment and facilities, training and compensation, in some directions more than others. Collaborative strategic conversations motivate teams to put more of their intentions and energy in some directions more than others. If a team or organization can successfully allocate resources to all phases of change, it can maximize innovation and novelty, and remain highly resilient to capture or disruption. But this is not merely about "scrambling." It is about cultivating a high capacity for designing, refining, and redefining what you are doing all at the same time.

Consider for example, this description (from Collective Genius) of how Pixar creates computer generated film:

... each Pixar film contains tens of thousands of ideas. They're in the form of every sentence; in the performance of each line; in the design of characters, sets, and backgrounds; in the locations of the camera; in the colors, the lighting, the pacing. The director and the other creative leaders of a production do not come up with all the ideas on their own; rather, every single member of the 200-250 person group makes suggestions. Creativity must be present at every level of every artistic and technical part of the organization.

It is one kind of challenge to invite everyone to participate in creating something. It is quite another thing to achieve a coherent outcome through an integrated decision-making process. This, according to the authors, is the "ultimate challenge of all organizational innovation:

to create a coherent work of singular collective genius from the diverse slices of genius brought to the work by all the individuals involved.

Pixar manages to combine and integrate innovation and disruption cycles throughout the development of a film. Again, from Collective Genius:

The CG process at Pixar was based on the use and value of integration because the process followed a simple principle: no part of a movie is finally done until the entire movie is all done.

Sustaining this level of innovation requires teams to master the art of change and embrace its diverse phases and directions. Pixar follows an implicit framework that lays out the core activities of the film production process. It functions not as a master plan, but as a road map so people can point to locations that they occupy when they perform certain activities. An individual might wear many hats, sometimes working in "forward" and sometimes working in "reverse" but these directions are laid out in the framework.

Every framework will be unique to different companies and different kinds of focus. The OPO offers a template for teams who want to become more innovative and fluid with simultaneous continuous innovation.

In figure two we can see that this template for collaborative innovation has two primary drivers that create a kind of dynamo - constraining practices and enabling practices. Both must work together in order for collaborative innovation to occur. Because these two are usually seen as competing directions, in conventional organizations they are usually separated in different departments, divisions, or even across different company holdings. An open participatory organization can leverage the innovative power of integrating both aspects of the larger process pattern by engaging strategic thinking at all phases of change.

An Agile Mind

Collaborative strategic thinking, therefore, requires emotional, cognitive and conversational agility. Borrowing from Wilma Koutstaal's encyclopedic research on The Agile Mindhelps us understand how we can practice shifting strategic conversations back and forth from constrained to enabling, by oscillating between abstract, generalized modes of thinking and concrete, specified modes. In abstract, generalized modes we "zoom out" to the bigger picture. This bigger picture can be shaped in terms of constraints, boundaries, and parameters, in order for us to refine or revise our work. User stories in software development are these types of adaptive measures. We can also employ big picture thinking to craft virtual spaces of possibility, in order to reflect and inquire about what we are doing, why we are doing it, what impulses, desires, and aspirations are we responding to. This often entails making conscious what is already operating subconsciously, or in the collective unconscious.

Too often strategic conversations stay in the starry heavens of abstraction, and fail to connect with concrete and specific modes of making and finding. We tend to make a hard conceptual cut between creativity as abstract ideas and innovation as concrete applications - but this reduces the integrative coherence of collaborative strategy. As the authors [2] write in their new book Innovating Mindsthis hard cut doesn't reflect their research results which demonstrates that

In our efforts to discover and create we repeatedly alternate between making (guided by what we intend) and finding (responding to what emerges as a consequence of our intentions).

Moving toward the concrete and specified part of the strategic spectrum, therefore, should not be thought of "different than strategy" - rather it should be understood as integral to strategic choice, where we zoom in and highlight the particular details. It is easy to see how the process of making the abstract and generalized concrete and specific can place constraints on our work by defining and designing many specific details. It is harder to see how making something concrete and particular can be an enabling process. Unfortunately, very few people have the talent to employ this mode of learning in an enabling way - that is a mode of inquiry, that seeks to redefine the problem space through experiment and discovery. According to recent research, we unlearn the ability to poke and prod our way to novel discoveries by the time we are nine years old. With three years of schooling under our belts, we have already been conditioned to over think and under play. Creative innovation is oftentimes a process of regaining this capacity to unleash and enable ingenuity through attention on the concrete and particular, in a spirit of intense curiosity and deep focus. In The Art of Learning, Josh Waitzkin calls this a practice of "making smaller circles," the power of which develops a profound mastery of what otherwise might be overlooked as a rather basic skill set. He writes:

Depth beats breadth any day of the week, because it opens a channel for the intangible, unconscious, creative components of our hidden potential

These four modes of thinking-action compose the "learning landscape" of the open participatory organization. It shows us how teams whose primary function is strategic in nature themselves should have a broad range of cross-functional and inter-disciplinary talent, and an open collaborative attitude that is integrative across the learning domains. Figure three illustrates how these learning domains reflect the change process-patterns of organizational life as it develops and adapts, responds and emerges through iterative processes at various temporal phases and scales.

Creative innovation doesn't just take place in our heads. Nor does it often happen only in front-line teams tasked with adapting to incoming demands and external pressures. Creative innovation is optimized in participatory environments where motivation and emotion, perception and action, thinking and tinkering are in continual interplay with a rich and lively environment that nurtures our natural curiosity and enthusiasm to participate with others.

This article offers open organizations some simple heuristics to help teams practice thinking strategically in collaborative ways. Because open organizations distribute decision making, they are smarter on the ground where context and conditions are local, practical and meaning-filled. Yet collaborative innovation requires more than practices that adapt to circumstances and conditions - it requires responsive, reflexive, and imaginative practices as well. We are already experimenting with distributing the adaptive intelligence of an organization to front line teams. But rarely do we see those teams participating fully in the conversations, decision-making or actions around strategy and change, where intuition and imagination fuel inquiry and discovery. Our hope is that simple heuristics and templates like these can help us take that second leap.

[1] Linda A. Hill, Greg Brandeau, Emily Truelove, Kent Lineback

[2] WIlma Koutstaal, Jonathan T. Binks

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Leading Change in Open Organizations - Our Future at Work - Medium

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In the book Collective Genius , the authors [1] write If you want to produce something truly new and useful, you cannot know - by definition - exactly where to go. That's why leading innovation is not - cannot be - about being a visionary. The last thing you want is a team that defers to you to set a course ...

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Livre

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Leduc.s éditions : La révolution Holacracy - Le système de management des entreprises performantes - De Brian J. Robertson (EAN13 : 9791092928518)

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Livre

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Livre

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reinventing organizations: an illustrated invitation to join the conversation on next-stage organizations

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business & economics / management science

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business & economics / organizational development

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Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations

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Noté 5.0/5: Achetez Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations de Frederic Laloux: ISBN: 9782960133554 sur amazon.fr, des millions de livres livrés chez vous en 1 jour

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8 RAISONS DE LA RÉSISTANCE AU CHANGEMENT
André Fortin. 8 mars 2016.

La résistance au changement est un comportement naturel et sain. Tous les êtres normaux résistent aux changements, surtout ceux qu'ils ne comprennent pas ou qui leur sont imposés. Ainsi, dire des employés qu'ils sont résistants au changement ne signifie pas que ceux-ci ont l'entière responsabilité des changements à apporter. À cet égard, parler de barrières ou de préoccupations face au changement serait moins connoté que le terme de résistance qui sous-entend que c'est un comportement conscient adopté par un employé pour ne pas embarquer dans un processus de changement planifié. Une fois cette clarification faite, regardons les huit principales raisons identifiées de la résistance au changement..

4. LE CHANGEMENT SEMBLE MENACER LA SÉCURITÉ D'EMPLOI ET LES RAPPORTS SOCIAUX ÉTABLIS. Le travail occupe une grande place dans nos vies et on sous-estime parfois la valorisation que cela nous apporte mais également les nombreux liens sociaux qui se tissent dans nos organisations. En plus de la possibilité d'une perte d'emploi, on peut avoir l'impression que c'est une famille que l'on perdra si cela tourne mal. Cette dimension émotive vient affecter grandement notre regard sur le changement proposé. Et, bien sûr, il y a le volet financier qui vient alimenter notre réflexion et la troubler : comment vais-je faire pour subvenir à mes besoins et à ceux de ma famille, comment vais-je faire pour maintenir mon niveau de vie ?

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8 raisons de la résistance au changement

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8 RAISONS DE LA RÉSISTANCE AU CHANGEMENT André Fortin. 8 mars 2016. La résistance au changement est un comportement naturel et sain. Tous les êtres normaux résistent aux changements, surtout ceux qu'ils ne comprennent pas ou qui leur sont imposés. Ainsi, dire des employés qu'ils sont résistants au changement ne signifie pas que ceux-ci ont...

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Articles, cas...

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Management 3.0 Leadership Training for Managers

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Global Leadership Training & Practices - 100.000+ Certified Attendees "The exercises were very enlightening, whether in sharing my own experiences or listening to others - it certainly caused me to pause and reflect upon my own "style" and recognize opportunities for growth."

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Blog officiel

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Alexandre a publié chez Flammarion le livre où il retrace son parcours et notamment l'aventure formidable de libération de ChronoFlex. Formidable ! Lire une revue ici .

J'ai déjà signalé un chapitre que nous avons contribué avec Laurent Marbacher à l'ouvrage collectif " Entreprises vivantes " sous la direction de Manfred Mack et Christine Koehler. Vous pouvez lire ce chapitre ici.

Pascal Demurger (Maif) et Isaac Getz : " Pour libérer son entreprise, le patron doit d'abord abandonner son ego " L'émission " L'Invité RH " de Sylvia Di Pasquale du 20/12/2016. Voir la vidéo ici.

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Liberté & Cie: Entreprise libérée - Contact Isaac Getz

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Alexandre a publié chez Flammarion le livre où il retrace son parcours et notamment l'aventure formidable de libération de ChronoFlex. Formidable ! Lire une revue ici . J'ai déjà signalé un chapitre que nous avons contribué avec Laurent Marbacher à l'ouvrage collectif " Entreprises vivantes " sous la direction de Manfred Mack et Christine Koehler.

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Wiki complet du livre Reinventing organizations

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Wiki complet du livre Reinventing organizations

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TL;DR: because you think it's a solution in itself, while it's merely a framework for organizations to create them in an efficient and controlled manner.

Reading an outsider's perspective, even from management authorities like Gary Hamel and Michele Zanini on Harvard Business Review, it dawned on me. You don't understand Holacracy, and other organisational systems, because you fail to recognize them for what they are.

In comparing Holacracy to bureaucracy, it's neglected that self-organization operating systems (let's call them SooS, because there can never be enough acronyms!) such as Holacracy and the wealth of current management systems actually live at the same abstraction level. But they are often compared as if any one SooS should replace the many forms of bureaucracy that we have been growing, optimizing and changing over the past 150 or so years.

The reality is that we're just at the beginning. The processing skills of people getting used to the technology that gives us extreme transparency, the shrinking of the world that makes people want to do other things, robots and software taking over jobs that used to require strict top-down process management, the fact that we're quite wealthy, healthy and safe, the scandals and crises a fake sense of hierarchy-driven control has given us: they all indicate that now might be time for a change.

I often compare this to the invention of Linux, which was based on the Unix operating system. After its invention, many forms and styles of Linux-based operating systems were created, or forked as it's called in open source lingo. The future will have to prove whether Holacracy is the Linux to the Unix of systems like Scrum, GTD and Sociocracy, or merely one of many "distributions" for self-organization like Red Hat was the most famous one for Linux. Maybe Holacracy turns out to be the Unix of self-organization. Or the Mac OSX that's actually based on Unix and is universally loved inspite of it's "ugly and un-usable" grandfather which was intended for mainframes and other non-personal computers.

Hamel and Zanini write about experiments being the key to change the way we organize:

Now imagine a large organization running dozens of such experiments concurrently. Some hacks would fail, but the best of the rest would be replicated by units eager to reduce the costs of bureaucratic drag.

And this is exactly the point: you need a framework for running these experiments. A way of coming up with them, of making sure the organization still executes whatever it should, a way to measure progress and impact, and ways to document what works. Holacracy is such a system. So you can look at Zappos' Holacracy and conclude it's horrible and it won't work for your organization (or theirs even) but that's the same as looking at a Linux distribution made to run supercomputers and conclude "Linux can never be used for any form of personal computing".

The SooS we have created at my company Springest, with Holacracy, has many other elements. Our culture, the way we hire, the other tools we bolted on there like OKRs, and of course the many software tools we use to Get Things Done. If you'd compare it to Zappos' SooS I'm sure the most recognizable part are the way we run some of our meetings and maybe the way we document governance. But those are not very visible in day to day operations, if you compare them to the actual roles, projects, tasks, metrics and people that really make Springest what it is.

Of course all automakers told Ford that their system wouldn't work. And of course, none of the workers that entered this new mass production hierarchy, were accustomed to it. I bet 30% of the workforce in those days could also not deal with it like it's hard for people to get used to Holacracy or any other SooS.

The question is not if Holacracy is the solution, or the problem. The question is what we'll create with it and its hopefully many forks, siblings and parents. Because we have enough data to show that the current systems of bureaucracy and hierarchy provide a fake sense of security and control, and make people unhappy and unproductive.

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Why you don't understand Holacracy - Ruben Timmerman - Medium

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TL;DR: because you think it's a solution in itself, while it's merely a framework for organizations to create them in an efficient and controlled manner. Reading an outsider's perspective, even from management authorities like Gary Hamel and Michele Zanini on Harvard Business Review, it dawned on me.

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Nouvelles des alternatives managériales

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evolution Teal movement leadership United Kingdom Reinventing Organizations community movement complexity decision making Frederic Laloux startups personal growth purpose wholeness Teal communities of practice Spiral Dynamics collective intelligence management developmental stages self-organization relationship collaboration education IEC2016 self-management Holacracy evolutionary purpose transformation future of work hierarchy next-stage organization governance going Teal power Enlivening Edge learning change trust health

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En application de la loi n°78-17 du 6 janvier 1978 relative à l'informatique, aux fichiers et aux libertés, vous disposez des droits d'opposition (art.26 de la loi), d'accès (art.34 et 38 de la loi), et de rectification (art.36 de la loi) des données vous concernant. Ainsi, vous pouvez exiger que soient rectifiées, complétées, clarifiées, mises à jour ou effacées les informations vous concernant qui sont inexactes, incomplètes, équivoques, périmées ou dont la collecte ou l'utilisation, la communication ou la conservation est interdite.

Réalisateur : Martin Meissonnier
Producteurs : ARTE France, Productions Campagne Première

Malgré le marasme ambiant qui paralyse le monde du travail, certains chefs d'entreprise ont préféré innover plutôt que de licencier. Un grand bol d'air, qui remet l'homme au centre de la production.

Qui, aujourd'hui, peut se vanter d'être heureux sur son lieu de travail ? Certainement pas les 31% de salariés "activement désengagés", qui ont une vision négative de leur entreprise et peuvent aller jusqu'à lutter contre les intérêts de cette dernière. Inspiré de l'armée, le modèle d'organisation du travail, visant à contrôler l'ensemble des salariés en leur attribuant des tâches limitées, a peu changé depuis la fin du XIX e siècle. Aujourd'hui, employeurs comme employés doivent s'accommoder d'un système archaïque qui ne correspond plus à personne : ni efficace, ni rentable. Toutefois, au milieu de l'apathie générale créée par ce dérèglement, certains refusent la fatalité et travaillent à l'entreprise du futur.

Métro, boulot, bingo
Que peuvent avoir en commun le ministère de la Sécurité sociale belge, le géant indien HCL et Chronoflex à Nantes, leader en France du dépannage de flexibles hydrauliques ? Toutes sont des entreprises "libérées". Leur principe : la suppression de toute hiérarchie intermédiaire doublée d'une autonomie totale des salariés à propos des décisions prises pour améliorer leur productivité. Par ailleurs, ces entreprises ne sont pas cotées en bourse alors que leurs leaders sont choisis par les salariés. Et cela marche : leur croissance est relancée de manière assez spectaculaire ; les bonus, augmentations et dividendes ne tardent pas à tomber. Martin Meissonnier filme les femmes et les hommes qui, les premiers, et malgré le pessimisme général, ont su sortir du cadre établi pour inventer de nouvelles formules. Une bouffée d'air frais bienvenue.

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