{"id":11738,"date":"2026-01-28T10:07:25","date_gmt":"2026-01-28T09:07:25","guid":{"rendered":"https:\/\/paradigm21.ch\/?p=11738"},"modified":"2026-01-22T10:16:23","modified_gmt":"2026-01-22T09:16:23","slug":"la-gouvernance-est-ennuyeuse-vraiment","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/","title":{"rendered":"La gouvernance est ennuyeuse\u2026 vraiment ?"},"content":{"rendered":"

Avouez : vous avez d\u00e9j\u00e0 lev\u00e9 les yeux au ciel en entendant le mot gouvernance<\/em>.<\/strong><\/p>

On pense \u00e0 des r\u00e9unions interminables, des processus rigides ou des consultants qui complexifient l\u2019\u00e9vident. La gouvernance <\/em>est un mot qui \u00e9voque plus souvent la paperasse que la puissance collective.<\/p>

Et pourtant, c\u2019est peut-\u00eatre parce qu\u2019on n\u2019en parle pas<\/em> que tant d\u2019organisations s\u2019\u00e9puisent \u00e0 mal se comprendre. Car la gouvernance, ce n\u2019est pas un luxe r\u00e9serv\u00e9 aux grandes organisations. Ce n\u2019est pas un jargon pour technocrates. Ce n\u2019est pas un mal n\u00e9cessaire quand on devient \u201ctrop gros\u201d.<\/p>

C\u2019est ce qui permet \u00e0 un groupe humain de faire soci\u00e9t\u00e9 dans le travail. Et quand elle est bien pens\u00e9e \u2014 vivante, explicite, \u00e9volutive \u2014 la gouvernance n\u2019entrave rien. Elle lib\u00e8re.<\/p>

L\u2019allergie \u00e0 tout ce qui ressemble \u00e0 de la structure<\/strong><\/h3>

En r\u00e9alit\u00e9, parler de gouvernance, c\u2019est toujours parler de structure, qu\u2019on le veuille ou non. Car toute gouvernance s\u2019incarne dans des r\u00e8gles, des r\u00f4les et des processus \u2014 qu\u2019ils soient explicites ou implicites.<\/p>

Dans beaucoup d\u2019organisations, d\u00e8s qu\u2019on prononce les mots structure, processus ou r\u00e8gle, les visages se ferment. L\u2019imaginaire collectif associe imm\u00e9diatement ces mots \u00e0 rigidit\u00e9, perte d\u2019autonomie et bureaucratie.<\/p>

Ce r\u00e9flexe est compr\u00e9hensible : j’ai moi aussi travaill\u00e9 dans des organisations o\u00f9 la proc\u00e9dure \u00e9touffait le bon sens.<\/p>

Alors, quand on r\u00eave d’une organisation moderne, agile ou \u00ab\u00a0lib\u00e9r\u00e9e\u00a0\u00bb, le r\u00e9flexe est souvent de vouloir faire table rase : on supprime les strates hi\u00e9rarchiques, on all\u00e8ge les processus, on encourage l\u2019initiative. On croit qu\u2019en supprimant la rigidit\u00e9, on fera \u00e9merger du fluide, de l\u2019humain. Mais au lieu de \u00e7a, on cr\u00e9e du chaos !<\/strong><\/p>

La structure est un faux ennemi<\/strong><\/h3>

Supprimer la structure sans poser un nouveau cadre, c\u2019est cr\u00e9er un vide. Et ce vide se remplit rarement de clart\u00e9 ou d\u2019\u00e9lan collectif. Il se remplit de tensions larv\u00e9es, de flou sur qui fait quoi, de jeux d\u2019influence plus ou moins assum\u00e9s.<\/p>

Dans les transformations non-abouties, la constat que j’entends souvent est : \u00a0\u00bb Avant, c\u2019\u00e9tait le chef qui tranchait. Aujourd\u2019hui, tout le monde parle, personne ne tranche \u2014 chacun\u00b7e y va de son point de vue et rien n\u2019avance.\u00a0\u00bb<\/p>

On croyait lib\u00e9rer la structure en coupant les ailes de la hi\u00e9rarchie, et on d\u00e9couvre une chose d\u00e9routante : la libert\u00e9 sans structure, ce n\u2019est pas l\u2019autonomie, c\u2019est l\u2019anarchie. La structure, ce n\u2019\u00e9tait pas le probl\u00e8me<\/em>. C\u2019\u00e9tait m\u00eame, dans certains cas, ce qui tenait encore debout<\/em>.<\/p>

La culture ne peut pas compenser l\u2019absence de cadre<\/strong><\/h3>

C\u2019est un malentendu fr\u00e9quent : tant qu\u2019on n\u2019a pas nomm\u00e9 de \u201cgouvernance\u201d, on croit qu\u2019il n\u2019y en a pas. En r\u00e9alit\u00e9, toute organisation a une mani\u00e8re de fonctionner \u2014 soit explicite, soit implicite. Dans les organisations o\u00f9 rien n\u2019a \u00e9t\u00e9 formalis\u00e9, c\u2019est la culture implicite qui gouverne. Des r\u00e8gles non \u00e9crites, des habitudes install\u00e9es, des zones d\u2019influence floues. Et c\u2019est l\u00e0 que les tensions apparaissent : on ne sait plus qui a autorit\u00e9 sur quoi, quand consulter, quand trancher.<\/p>

La bienveillance est devenue l\u2019alibi pr\u00e9f\u00e9r\u00e9 des organisations qui n\u2019osent pas poser de cadre clair.<\/strong><\/h3>

Plus le cadre est flou, plus la culture est sollicit\u00e9e pour compenser. On attend des gens qu\u2019ils s\u2019auto-r\u00e9gulent, qu\u2019ils s\u2019ajustent en permanence mais sans leur donner les rep\u00e8res n\u00e9cessaires pour le faire. Et cela cr\u00e9e de la fatigue et de la frustration.<\/p>

Comme cette r\u00e9union o\u00f9 trois personnes se renvoyaient la balle sur une d\u00e9cision op\u00e9rationnelle, sans savoir qui \u00e9tait vraiment l\u00e9gitime pour trancher. \u00ab Je croyais que c\u2019\u00e9tait toi \u00bb, \u00ab Non, je pensais que c\u2019\u00e9tait \u00e0 nous tous\u2026 \u00bb R\u00e9sultat : rien n\u2019a \u00e9t\u00e9 d\u00e9cid\u00e9. Tout le monde est reparti frustr\u00e9, avec une impression de flou et personne n\u2019a nomm\u00e9 le vrai sujet. <\/p>

Derri\u00e8re une fa\u00e7ade fluide et humaine, les anciennes logiques hi\u00e9rarchiques et des jeux de pouvoir r\u00f4dent encore. Et il manque souvent les m\u00e9canismes fondamentaux pour faire \u00e9voluer les r\u00f4les, r\u00e9guler les tensions, poser les vrais sujets.<\/p>

Quand on rend la structure visible et explicite, on soulage la culture et on lib\u00e8re justement l\u2019\u00e9nergie relationnelle \u2014 au lieu de l\u2019user \u00e0 colmater les fuites d\u2019un cadre absent.<\/p>

Et si la gouvernance \u00e9tait une interface n\u00e9cessaire ?<\/strong><\/h3>

Changer de regard, c\u2019est d\u00e9j\u00e0 changer de posture. La gouvernance ne doit pas \u00eatre vue comme une couche administrative qu\u2019on ajoute<\/em> au fonctionnement. Elle est<\/em> le fonctionnement.<\/p>

Pas un mode d\u2019emploi fig\u00e9, mais une interface n\u00e9cessaire <\/strong>entre les individus et le collectif. Un ensemble d\u2019accords, de r\u00f4les, de processus, de modalit\u00e9s de d\u00e9cision, de r\u00e9gulation des tensions. Bref, la charpente organique qui permet \u00e0 une organisation d\u2019\u00e9voluer sans se d\u00e9sarticuler.<\/p>

Dans cette vision, gouverner, ce n\u2019est pas contr\u00f4ler. C\u2019est cr\u00e9er les conditions pour que chacun\u00b7e puisse agir avec discernement, dans un cadre clair, ajustable, partag\u00e9. Ce n\u2019est pas une question de taille ou de maturit\u00e9 : toute \u00e9quipe a besoin d\u2019un minimum de gouvernance, que ce soit pour d\u00e9cider, se coordonner ou g\u00e9rer des d\u00e9saccords.<\/p>

\u201cLib\u00e9rer les structures en structurant les libert\u00e9s\u201d<\/strong><\/h3>

Cette phrase est un peu le slogan de Paradigm21 parce que c’est loin des dichotomies ou des extr\u00eames qu\u2019\u00e9merge un autre rapport \u00e0 la gouvernance plus mature et plus nuanc\u00e9.<\/p>

Non plus : structure = rigidit\u00e9, libert\u00e9 = chaos.<\/p>

Mais : structure = support<\/strong>, libert\u00e9 = discernement<\/strong>.<\/p>

Autrement dit : rendre la structure \u00e9volutive, lisible, soutenante \u2014 pour que la libert\u00e9 d\u2019agir, de d\u00e9cider et de proposer devienne une r\u00e9alit\u00e9 v\u00e9cue. Il s\u2019agit de poser un cadre suffisamment clair pour que cette libert\u00e9 ne se transforme pas en comp\u00e9tition, en paralysie, ou en dispersion.<\/p>

Quand les tensions deviennent des moteurs<\/strong><\/h3>

D\u00e8s qu\u2019on commence \u00e0 rendre la gouvernance visible \u2014 m\u00eame de fa\u00e7on simple, pragmatique \u2014 les effets se font vite sentir.<\/p>

Moins de charge mentale<\/strong> : chacun\u00b7e sait ce qui rel\u00e8ve de son r\u00f4le, ce qu\u2019on attend de lui ou d’elle, et ce qui peut \u00eatre d\u00e9l\u00e9gu\u00e9 ou partag\u00e9.<\/p>

Plus d\u2019autonomie r\u00e9elle – pas juste une promesse creuse. <\/strong> Car l\u2019autonomie ne veut pas dire faire tout seul : elle repose sur la clart\u00e9 des r\u00f4les, des limites, des marges de man\u0153uvre.<\/p>

Les d\u00e9cisions deviennent plus fluides <\/strong>: on sait qui d\u00e9cide, sur quoi, avec qui consulter. Et si un processus ne convient plus, on l\u2019ajuste. Ensemble.<\/p>

Et surtout : moins de tensions relationnelles. <\/strong>Quand les r\u00e8gles du jeu sont claires, on n\u2019a plus besoin d\u2019interpr\u00e9ter. On n\u2019est plus oblig\u00e9 d\u2019aiguiser ses antennes pour deviner ce qui se joue. On peut parler du cadre, m\u00eame en \u00eatre en d\u00e9saccord \u2014 sans que cela devienne personnel.<\/p>

Mais le r\u00f4le de la gouvernance explicite ne s\u2019arr\u00eate pas l\u00e0. Elle ne cherche pas \u00e0 \u00e9liminer les tensions mais \u00e0 les rendre visibles et transformables. <\/strong>Car une tension, en soi, n\u2019est pas un probl\u00e8me. C\u2019est une information, un signal qu\u2019un r\u00f4le, une r\u00e8gle, une interface ou un fonctionnement pourrait \u00e9voluer. C\u2019est une \u00e9nergie de mouvement \u2014 mais qui a besoin d\u2019un support pour s\u2019exprimer. Ce support, c\u2019est la structure.<\/p>

Les tensions sont les forces motrices du changement, et la structure est le terrain d\u2019appui qui permet ce changement.<\/strong><\/p>

C\u2019est pour cela qu\u2019une gouvernance bien pens\u00e9e ne fige pas. Elle \u00e9volue avec ce qui cherche \u00e0 \u00e9merger. Elle capte les signaux faibles, les frictions du quotidien, et les canalise pour ajuster le syst\u00e8me, l\u2019affiner, le rendre plus vivant.<\/p>

Une organisation vivante n\u2019est pas celle qui \u00e9vite les tensions, mais celle qui sait s\u2019en servir pour grandir.<\/strong><\/p>

Vers une structure au service du vivant<\/strong><\/h3>

Une organisation n\u2019est pas une machine, mais un syst\u00e8me vivant, en interaction constante avec son environnement. C\u2019est toute la diff\u00e9rence entre une organisation con\u00e7ue comme un empilement de cases et une organisation pens\u00e9e comme un \u00e9cosyst\u00e8me. Dans une approche syst\u00e9mique, la structure n\u2019est pas un cadre rigide, mais une architecture vivante qui permet aux interactions, aux apprentissages et aux ajustements de circuler.<\/p>

La structure doit donc \u00eatre suffisamment claire pour soutenir le fonctionnement du syst\u00e8me \u2014 et suffisamment souple pour ne pas l\u2019entraver. Mais encore faut-il que cette structure soit adapt\u00e9e \u00e0 la r\u00e9alit\u00e9 du terrain \u2014 et non plaqu\u00e9e de l\u2019ext\u00e9rieur. Il ne s\u2019agit pas de copier un mod\u00e8le \u201ccl\u00e9 en main\u201d (holacratie, sociocratie ou autre), mais d\u2019apprendre \u00e0 structurer de mani\u00e8re organique, \u00e0 partir de ce qui est d\u00e9j\u00e0 l\u00e0 : la culture, les tensions, les dynamiques r\u00e9elles.<\/p>

Cela commence parfois par un diagnostic : des r\u00f4les flous ou des d\u00e9cisions qui stagnent. Parfois des exp\u00e9rimentations autour du feedback ou de la prise de d\u00e9cision collective.<\/p>

Un processus de transformation consiste souvent \u00e0 remettre du vivant l\u00e0 o\u00f9 tout \u00e9tait fig\u00e9. Cela ne se fait ni d\u2019un coup de baguette magique, ni sans remous. Le chemin est n\u00e9cessairement progressif \u2014 et parfois inconfortable. Car structurer autrement, c\u2019est aussi faire \u00e9merger ce qui \u00e9tait rest\u00e9 sous la surface : des zones d\u2019ombre, des tensions, des h\u00e9ritages qu\u2019on pr\u00e9f\u00e9rait ignorer.<\/p>

Mais rendre la structure \u00ab\u00a0vivante\u00a0\u00bb, ce n’est pas un luxe, c\u2019est ce qui permet \u00e0 une organisation d’\u00eatre en mouvement, de s’ajuster sans se perdre, de grandir sans se rigidifier et de survivre<\/strong>.<\/p>

En conclusion<\/strong><\/h3>

Ce n\u2019est pas la gouvernance qui ralentit les organisations. C\u2019est son absence – ou son flou.<\/p>

Ce n\u2019est pas la structure qui emp\u00eache l\u2019agilit\u00e9. C\u2019est l’illusion qu’on pourrait s’en passer.<\/p>

Une architecture bien pens\u00e9e ne fige pas le vivant. Elle le soutient. Elle rend possible l\u2019initiative, la coop\u00e9ration, la responsabilit\u00e9 partag\u00e9e. Elle prot\u00e8ge les intentions collectives des jeux d\u2019ego ou des r\u00e9flexes h\u00e9rit\u00e9s. Elle permet \u00e0 chacun\u00b7e de contribuer sans se perdre dans l\u2019ambigu\u00eft\u00e9.<\/p>

Elle offre aussi un cadre pour transformer ce qui demande \u00e0 l\u2019\u00eatre. Car sans structure, m\u00eame les tensions les plus f\u00e9condes n\u2019ont nulle part o\u00f9 s\u2019exprimer, ni s\u2019ajuster.<\/p>

Et surtout, elle cr\u00e9e un terrain propice \u00e0 l\u2019\u00e9volution : un cadre clair, ajustable, habit\u00e9.<\/p>

Alors si vous tournez en rond, si vous vous heurtez \u00e0 du flou, si tout repose sur quelques \u00e9paules\u2026 il est peut-\u00eatre temps de poser une question simple :<\/p>

Et si le vrai point de bascule, c\u2019\u00e9tait votre mani\u00e8re de penser \u2014 et d\u2019habiter \u2014 la structure ?<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

Avouez : vous avez d\u00e9j\u00e0 lev\u00e9 les yeux au ciel en entendant le mot gouvernance. On pense \u00e0 des r\u00e9unions interminables, des processus rigides ou…<\/p>\n","protected":false},"author":10,"featured_media":11795,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1,69],"tags":[117],"class_list":{"0":"post-11738","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","6":"hentry","7":"category-articles","9":"tag-performance-collective","10":""},"yoast_head":"\nLa gouvernance est ennuyeuse\u2026 vraiment ? - Paradigm21<\/title>\n<meta name=\"description\" content=\"Et si la gouvernance n\u2019\u00e9tait pas un frein mais un levier ? 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I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \\\"distributed\\\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \\\"favorite\\\" books, but one of my latest finds is \\\"The Surrender Experiment\\\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \\\"non-priority\\\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.\",\"url\":\"https:\/\/paradigm21.ch\/fr\/team\/marc-mathys\/\"}]}<\/script>\n<!-- \/ Yoast SEO Premium plugin. -->","yoast_head_json":{"title":"La gouvernance est ennuyeuse\u2026 vraiment ? - Paradigm21","description":"Et si la gouvernance n\u2019\u00e9tait pas un frein mais un levier ? Clart\u00e9, structure et tension au service d\u2019organisations vraiment vivantes.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/","og_locale":"fr_FR","og_type":"article","og_title":"La gouvernance est ennuyeuse\u2026 vraiment ?","og_description":"Et si la gouvernance n\u2019\u00e9tait pas un frein mais un levier ? 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Clart\u00e9, structure et tension au service d\u2019organisations vraiment vivantes.","breadcrumb":{"@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/#breadcrumb"},"inLanguage":"fr-FR","potentialAction":[{"@type":"ReadAction","target":["https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/"]}]},{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/#primaryimage","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/01\/Gouvernance-scaled.png","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/01\/Gouvernance-scaled.png","width":2560,"height":884},{"@type":"BreadcrumbList","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/la-gouvernance-est-ennuyeuse-vraiment\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/paradigm21.ch\/fr\/accueil\/"},{"@type":"ListItem","position":2,"name":"La gouvernance est ennuyeuse\u2026 vraiment ?"}]},{"@type":"WebSite","@id":"https:\/\/paradigm21.ch\/fr\/#website","url":"https:\/\/paradigm21.ch\/fr\/","name":"Paradigm21","description":"","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/paradigm21.ch\/fr\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"fr-FR"},{"@type":"Person","@id":"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/7fe66553c3c313bde0b62ad809f13f7b","name":"Marc Mathys","image":{"@type":"ImageObject","inLanguage":"fr-FR","@id":"https:\/\/paradigm21.ch\/fr\/#\/schema\/person\/image\/","url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","contentUrl":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2024\/12\/marc-avatar.jpg","caption":"Marc Mathys"},"description":"Specialized in the diagnosis and supporting transformation, I combine Spiral Dynamics, Integral Vision with a human and holarchic approach to organizations. I founded Paradigm21 in 2018 to share 3 years of experience in creating and managing a \"distributed\" organization. I am committed to supporting the transformation of our society and its institutions. What motivated me to choose to accompany the emergence of a new paradigm Many of us are becoming increasingly aware of the environmental impact of our lifestyles, our food consumption, our energy use and our carbon footprint. A good number of years ago and like so many others, I started a (too) slow shift of my habits towards a fairer, more local, more sustainable consumption. Even though I still see many inconsistencies in my life choices, I am trying to bring awareness and acceptance of my imperfection. It would be wonderful if everyone took this same path, at their own pace and in their own way. Unfortunately however, this would not be enough. The challenges facing humanity and our planet are much greater, whether we are talking about global warming, the disappearance of species or the socio-economic disparities between the different layers of our societies as well as between rich and poor countries. I fear that the individual actions and citizen movements that are underway are far too slow to respond to the urgency of the current situation. In other words, if we don't find a way to get the economy on board, the future does not look good. However, the capitalist system as it was established in the 20th century tends to systematically privilege short-term gains and the creation of shareholder value to the detriment of any other measure. I am not advocating killing capitalism, but there is one principle that needs to be urgently reviewed. It is the one that allows companies to redistribute economic gains to shareholders while the negative impact of economic activities on the environment, health and society is ignored in the balance sheet of economic activity and becomes the responsibility of governments that try as best they can to limit the damage, but without giving themselves the means to do so since they are themselves primarily at the service of the economy. I am certain that the solution will come from the companies themselves and the people within them. What is needed to ensure that the awareness and lifestyle choices of individual employees are also translated into responsible behavior by the companies in which they work? There is very little missing in my opinion. What is needed is a shift in decision-making power from a small group of shareholders to a larger number of employees who are committed to taking their individual and collective responsibilities seriously. It is therefore urgent to put people at the center of the organization and to make room for collective intelligence in strategic choices. But this should not be at the expense of shareholders. As consumption choices also evolve, it will sooner or later become a simple matter of economic survival to be committed to a sustainable activity rather than continuing with the status quo. The new cultural and structural paradigm of organizations that we are accompanying is certainly a way to accelerate this change by starting to put people at the center. I am convinced that the transformation of organizations is a Trojan horse in the world of business and public authorities to enable a societal transformation on a much larger scale. The professional career that led me to do this activityLe parcours professionnel qui m'a amen\u00e9 \u00e0 exercer mon activit\u00e9 With an engineering degree and an MBA in my pocket, nothing predestined me for this line of work. I dreamt about it for a while during my one-year training as a professional coach, but as I didn't know where to start, I did absolutely nothing. I then moved into conscious entrepreneurship by co-founding ArboLife (the forerunner of Paradigm21) in 2015, which was recognized as a pioneer of the emerging paradigm of organizations in Switzerland. In 2018, it was after following a multitude of synchronicities that I was first inspired to co-create a training on distributed organizations, then attracted our first customers and finally co-found Paradigm21 by inviting other members to come and co-construct the company that we currently know. What is interesting about this experience is that there was never a strategy or goal to do coaching or training in this area, we just responded to what came our way by putting one foot in front of the other. Along the way, however, we have developed common visions for Paradigm21 but these are regularly updated to reflect the reality we experience. The biggest challenge I've faced in my evolution Although I was the initiator of new organizational practices in the different structures that I co-founded, I kept tripping over my old automatisms inherited from a previous career and the management jobs that I held. And today, almost 6 years after I started and despite my experience in training and accompanying other organizations on this same path, I continue to discover behaviors that I have in certain situations that do not support our own way of operating. Every time I think I've covered all the mistakes that can be made on this path of internal and organizational transformation, I stumble upon one more example of a trap I've fallen into. It is thanks to the tensions that my behaviors generate and to the feedbacks of my colleagues, which can be both benevolent and sometimes a little ruthless, that new opportunities for my own evolution are revealed. My favorite book I have many \"favorite\" books, but one of my latest finds is \"The Surrender Experiment\" by Micheal Singer. I devoured this book in the summer of 2021 and loved the way the author recounts a 30+ year career path in which he let go of every major decision. That is, instead of having a strategy and executing it by putting aside \"non-priority\" opportunities, he systematically accepted the opportunities that life presented to him, even if (and especially if) they went against what he had consciously chosen to do. And the result speaks for itself. Following one synchronicity after another, the sequence of events that have occurred is mind-boggling and of a nature that we, too, should trust life and let things that arise spontaneously unfold. If I could have a super power, it would be... To have a magic wand that allows me to free all the people I interact with from limiting beliefs that they are not aware of and open the doors to a world in which they are free to be who they really are and do what matters to them. Of course, I would first test this magic wand on myself. One thing from my bucket list To live a minimalist life in a Tiny House close to nature and with a garden to grow most of the fruits and vegetables to feed myself. The goal is not necessarily autonomy, but at least to drastically reduce my carbon footprint in relation to my consumption and my lifestyle.","url":"https:\/\/paradigm21.ch\/fr\/team\/marc-mathys\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/11738","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/comments?post=11738"}],"version-history":[{"count":2,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/11738\/revisions"}],"predecessor-version":[{"id":11742,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/11738\/revisions\/11742"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media\/11795"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media?parent=11738"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/categories?post=11738"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/tags?post=11738"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}