{"id":12839,"date":"2026-09-28T00:00:00","date_gmt":"2026-09-27T22:00:00","guid":{"rendered":"https:\/\/paradigm21.ch\/?p=12839"},"modified":"2026-09-02T17:20:26","modified_gmt":"2026-09-02T15:20:26","slug":"le-revers-de-lauto-organisation-entre-enthousiasme-et-vertige","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/le-revers-de-lauto-organisation-entre-enthousiasme-et-vertige\/","title":{"rendered":"Le revers de l\u2019auto-organisation : entre enthousiasme et vertige"},"content":{"rendered":"

L\u2019auto-organisation s\u00e9duit facilement sur le papier. Plus d\u2019autonomie, moins de lourdeur hi\u00e9rarchique, davantage d\u2019initiative, des d\u00e9cisions prises au plus pr\u00e8s du terrain : \u00e0 peu pr\u00e8s tout ce qui manque aux organisations devenues trop lentes, trop verticales ou trop d\u00e9pendantes d\u2019une poign\u00e9e de personnes. Tant que l\u2019on en parle comme d\u2019un projet, la promesse est enthousiasmante.<\/p>

Puis vient le moment o\u00f9 l\u2019autonomie cesse d\u2019\u00eatre une id\u00e9e et devient une responsabilit\u00e9 r\u00e9elle.<\/p>

J\u2019ai souvent vu des personnes tr\u00e8s favorables \u00e0 davantage d\u2019autonomie se retrouver soudainement beaucoup moins \u00e0 l\u2019aise lorsqu\u2019une vraie d\u00e9cision leur revenait. Pas une d\u00e9cision anodine, mais une d\u00e9cision avec des cons\u00e9quences, une possibilit\u00e9 de se tromper et, derri\u00e8re, cette vieille question qui remonte tr\u00e8s vite : \u00ab Et si je fais faux ? \u00bb Tant que la libert\u00e9 reste abstraite, elle est s\u00e9duisante. Lorsqu\u2019elle implique de devoir trancher, elle prend du poids.<\/p>

C\u2019est probablement l\u2019un des premiers revers de l\u2019auto-organisation : elle donne davantage de libert\u00e9, mais elle expose aussi beaucoup plus directement \u00e0 la responsabilit\u00e9.<\/p>

La libert\u00e9 devient soudain une responsabilit\u00e9<\/strong><\/h3>

Dans une organisation hi\u00e9rarchique classique, la responsabilit\u00e9 est souvent r\u00e9partie de mani\u00e8re assez particuli\u00e8re. On peut proposer, ex\u00e9cuter, parfois m\u00eame recommander, mais lorsqu\u2019une d\u00e9cision devient sensible ou risqu\u00e9e, elle remonte g\u00e9n\u00e9ralement quelque part : au manager, au directeur, \u00e0 celui ou celle qui poss\u00e8de formellement la l\u00e9gitimit\u00e9 de trancher. Cette verticalit\u00e9 a beaucoup d\u2019inconv\u00e9nients, mais elle poss\u00e8de aussi une fonction rassurante : lorsqu\u2019un choix devient inconfortable, quelqu\u2019un d\u2019autre peut porter la d\u00e9cision finale.<\/p>

L\u2019auto-organisation modifie profond\u00e9ment ce m\u00e9canisme. Elle cherche justement \u00e0 rapprocher la d\u00e9cision de celles et ceux qui disposent de l\u2019information, de l\u2019expertise et de la responsabilit\u00e9 du sujet. Mais cela suppose qu\u2019une personne puisse r\u00e9ellement se dire : \u00ab Cette d\u00e9cision m\u2019appartient. Je dispose de suffisamment d\u2019informations. Je vais trancher. \u00bb<\/p>

Ce passage est moins naturel qu\u2019on pourrait l\u2019imaginer, parce que l\u2019organisation ne change pas simplement en modifiant son organigramme ou en distribuant de nouveaux r\u00f4les. Les r\u00e9flexes restent, la peur de l\u2019erreur aussi, et surtout l\u2019exp\u00e9rience accumul\u00e9e reste pr\u00e9sente. Dans beaucoup d\u2019entreprises, une erreur a longtemps \u00e9t\u00e9 quelque chose qu\u2019il fallait expliquer, d\u00e9fendre, parfois payer. On peut donc annoncer toute l\u2019autonomie du monde ; si chacun continue \u00e0 penser qu\u2019une mauvaise d\u00e9cision sera sanctionn\u00e9e, les personnes chercheront logiquement \u00e0 se prot\u00e9ger.<\/p>

C\u2019est l\u00e0 que le droit \u00e0 l\u2019erreur cesse d\u2019\u00eatre une d\u00e9claration bienveillante pour devenir une condition tr\u00e8s concr\u00e8te de l\u2019autonomie. Il ne signifie \u00e9videmment pas que les r\u00e9sultats n\u2019ont plus d\u2019importance, ni que toutes les erreurs se valent. Il signifie qu\u2019une d\u00e9cision prise de bonne foi, dans un p\u00e9rim\u00e8tre de responsabilit\u00e9 clair et avec les informations disponibles, peut devenir une mati\u00e8re d\u2019apprentissage plut\u00f4t qu\u2019une occasion de rechercher un coupable.<\/p>

Sans cette s\u00e9curit\u00e9, l\u2019autonomie reste largement th\u00e9orique.<\/p>

Quand personne ne sait qui d\u00e9cide, tout le monde d\u00e9cide<\/strong><\/h3>

Une deuxi\u00e8me difficult\u00e9 appara\u00eet lorsque l\u2019on redistribue l\u2019autonomie sans avoir suffisamment pr\u00e9cis\u00e9 les r\u00f4les. Au d\u00e9but d\u2019une transformation, le travail de description des responsabilit\u00e9s et des autorit\u00e9s peut facilement sembler excessif. Pourquoi pr\u00e9ciser autant qui peut d\u00e9cider de quoi ? On se conna\u00eet, on travaille d\u00e9j\u00e0 ensemble, on veut rester souples et surtout ne pas recr\u00e9er la bureaucratie que l\u2019on essaie justement de quitter.<\/p>

Le probl\u00e8me appara\u00eet au premier d\u00e9saccord s\u00e9rieux. Une d\u00e9cision arrive, plusieurs r\u00f4les sont concern\u00e9s, personne ne sait exactement \u00e0 qui elle appartient. La solution la plus rassurante consiste alors \u00e0 la ramener au collectif : \u00ab On en parle au prochain cercle ? \u00bb<\/p>

Cette phrase peut sembler tr\u00e8s collaborative. Elle est parfois surtout le signe que personne n\u2019ose prendre la responsabilit\u00e9 de trancher.<\/p>

Le premier effet est une perte d\u2019\u00e9nergie consid\u00e9rable. Une d\u00e9cision qu\u2019une personne aurait pu prendre en cinq minutes mobilise cinq ou six personnes pendant une demi-heure. On partage les avis, on consulte, on cherche \u00e0 mettre tout le monde d\u2019accord, puis on programme parfois une deuxi\u00e8me discussion parce qu\u2019une personne concern\u00e9e n\u2019\u00e9tait pas pr\u00e9sente. L\u2019auto-organisation devient alors paradoxalement plus lente que la hi\u00e9rarchie qu\u2019elle devait remplacer.<\/p>

Une organisation auto-organis\u00e9e efficace d\u00e9pend donc beaucoup moins de sa capacit\u00e9 \u00e0 tout d\u00e9cider ensemble que de la capacit\u00e9 de chacun\u00b7e \u00e0 savoir ce qu\u2019il ou elle peut d\u00e9cider seul\u00b7e.<\/p>

Le deuxi\u00e8me effet est encore plus r\u00e9v\u00e9lateur. L\u2019ancien chef est souvent toujours dans la pi\u00e8ce. Lorsqu\u2019apr\u00e8s vingt minutes de discussion personne ne sait comment trancher, les regards finissent naturellement par se tourner vers lui ou elle. Ce n\u2019est pas n\u00e9cessairement conscient, ni m\u00eame souhait\u00e9 par l\u2019ancien manager, mais le r\u00e9flexe hi\u00e9rarchique est toujours l\u00e0.<\/p>

La structure officielle a chang\u00e9. Les comportements, eux, ont parfois simplement gard\u00e9 l\u2019ancien syst\u00e8me en m\u00e9moire.<\/p>

On retrouve ici directement ce que j\u2019\u00e9voquais dans La gouvernance est ennuyeuse\u2026 vraiment ?<\/a> : retirer une structure ne cr\u00e9e pas automatiquement de l\u2019autonomie. Si on ne la remplace pas par un cadre suffisamment explicite, le pouvoir ne dispara\u00eet pas ; il devient simplement plus difficile \u00e0 voir.<\/p>

Plus de chef\u2026 mais toujours un chef dans la t\u00eate<\/strong><\/h3>

Il existe un autre revers, beaucoup plus intime, dont on parle moins. On imagine volontiers que supprimer le contr\u00f4le hi\u00e9rarchique va automatiquement diminuer la pression. Cela arrive, bien s\u00fbr. Mais dans certaines situations, le r\u00e9sultat peut \u00eatre exactement inverse : la libert\u00e9 augmente la charge mentale lorsque les limites de cette libert\u00e9 ne sont pas suffisamment structur\u00e9es.<\/p>

J\u2019ai moi-m\u00eame rencontr\u00e9 ce ph\u00e9nom\u00e8ne en devenant ind\u00e9pendant. Du jour au lendemain, je n\u2019avais plus de chef, plus personne pour contr\u00f4ler mon horaire, suivre mon travail ou me demander ce que j\u2019avais produit \u00e0 la fin de la semaine. Sur le papier, c\u2019\u00e9tait la libert\u00e9 totale.<\/p>

Dans la pratique, je me suis progressivement aper\u00e7u que je n\u2019avais pas supprim\u00e9 mon chef. J\u2019\u00e9tais devenu mon propre chef \u2014 et pas forc\u00e9ment le meilleur. Celui qui estime qu\u2019il pourrait toujours en faire un peu plus, qui se demande si la journ\u00e9e a \u00e9t\u00e9 suffisamment productive, qui transforme facilement une heure disponible en une heure de travail suppl\u00e9mentaire. Pendant des ann\u00e9es, j\u2019ai continu\u00e9 \u00e0 ressentir une pression que personne ne m\u2019imposait plus, simplement parce que je l\u2019avais int\u00e9rioris\u00e9e.<\/p>

Ce m\u00e9canisme existe aussi dans les organisations. Pendant des ann\u00e9es, les collaborateurs ont appris \u00e0 comprendre les attentes du manager, \u00e0 montrer qu\u2019ils \u00e9taient engag\u00e9s, \u00e0 r\u00e9pondre aux crit\u00e8res explicites ou implicites qui d\u00e9terminaient ce qu\u2019\u00e9tait un \u00ab bon collaborateur \u00bb. Retirer le manager ne fait pas dispara\u00eetre ces r\u00e9flexes. Et lorsque le nouveau r\u00f4le reste vague, la pression peut m\u00eame augmenter : qu\u2019attend-on exactement de moi ? Est-ce que j\u2019en fais suffisamment ? Jusqu\u2019o\u00f9 va ma responsabilit\u00e9 ? O\u00f9 s\u2019arr\u00eate-t-elle ?<\/p>

C\u2019est pr\u00e9cis\u00e9ment l\u00e0 que la pr\u00e9cision du cadre devient lib\u00e9ratrice. Plus le r\u00f4le est clair, moins je suis oblig\u00e9 d\u2019interpr\u00e9ter en permanence ce que l\u2019organisation pourrait attendre de moi.<\/p>

L\u2019autonomie, ce n\u2019est pas la libert\u00e9 de faire ce que je veux, mais la capacit\u00e9 d\u2019agir sans demander pour faire ce qui est juste.<\/p><\/blockquote>

Mais \u00ab ce qui est juste \u00bb ne tombe pas du ciel. Pour pouvoir agir sans demander la permission, encore faut-il comprendre ce \u00e0 quoi mon r\u00f4le contribue, quelles responsabilit\u00e9s m\u2019appartiennent, quelles d\u00e9cisions je peux prendre seul et o\u00f9 commencent mes interd\u00e9pendances avec les autres. Autrement dit, la libert\u00e9 devient praticable lorsqu\u2019elle poss\u00e8de des contours.<\/p>

C\u2019est exactement ce que nous entendons chez Paradigm21 lorsque nous parlons de structurer les libert\u00e9s<\/strong>.<\/p>

Moins de management, beaucoup plus de leadership<\/strong><\/h3>

La transformation des managers constitue probablement l\u2019une des pierres angulaires d\u2019un passage r\u00e9ussi vers l\u2019auto-organisation. C\u2019est aussi l\u2019un des endroits o\u00f9 la transformation devient rapidement personnelle, parce que redistribuer l\u2019autorit\u00e9 oblige \u00e0 revisiter une partie de l\u2019identit\u00e9 professionnelle de celles et ceux qui avaient jusque-l\u00e0 pour fonction de d\u00e9cider, contr\u00f4ler ou valider.<\/p>

Lorsque l\u2019on explique \u00e0 un manager qu\u2019une partie des d\u00e9cisions qu\u2019il prenait sera d\u00e9sormais assum\u00e9e directement par les r\u00f4les ou les \u00e9quipes, une question parfaitement l\u00e9gitime appara\u00eet : \u00ab Alors, \u00e0 quoi est-ce que je sers ? \u00bb Il serait facile d\u2019y r\u00e9pondre en expliquant que l\u2019on n\u2019a simplement \u00ab plus besoin de managers \u00bb. Ce serait passer \u00e0 c\u00f4t\u00e9 de l\u2019essentiel.<\/p>

Une organisation auto-organis\u00e9e a effectivement besoin de moins de management au sens classique : moins de contr\u00f4le, moins de validation, moins de d\u00e9cisions qui remontent syst\u00e9matiquement. Mais elle a besoin de beaucoup plus de leadership. Si les managers ont \u00e9t\u00e9 bien choisis, ils disposent d\u00e9j\u00e0 souvent d\u2019une partie de ces qualit\u00e9s : ils savent donner du sens, percevoir une difficult\u00e9, soutenir une personne, relier des enjeux, contenir une situation complexe ou cr\u00e9er de la confiance.<\/p>

Ces capacit\u00e9s ne deviennent pas inutiles. Au contraire, elles prennent davantage d\u2019importance. Ce qui change, c\u2019est leur finalit\u00e9.<\/p>

Dans une organisation traditionnelle, \u00eatre un bon leader peut encore consister \u00e0 mobiliser des personnes derri\u00e8re une direction et, d\u2019une certaine mani\u00e8re, \u00e0 cr\u00e9er des suiveurs. Dans une organisation auto-organis\u00e9e, ce n\u2019est plus suffisant. Le leadership doit progressivement servir \u00e0 cr\u00e9er d\u2019autres leaders : des personnes capables de prendre une initiative, d\u2019exercer une autorit\u00e9 dans leur domaine, d\u2019assumer leurs d\u00e9cisions et parfois m\u00eame de choisir une voie diff\u00e9rente de celle que leur ancien manager aurait choisie.<\/p>

Cela rejoint directement la r\u00e9flexion d\u00e9velopp\u00e9e dans Leadership sans costume : la responsabilit\u00e9 du l\u00e2cher-prise<\/a>. L\u00e2cher prise ne signifie pas dispara\u00eetre ou devenir passif. Cela signifie continuer \u00e0 assumer pleinement sa responsabilit\u00e9, mais sans avoir besoin d\u2019\u00eatre celui ou celle par qui toute responsabilit\u00e9 transite.<\/p>

Ce que le manager faisait doit toujours \u00eatre fait<\/strong><\/h3>

Il existe un pi\u00e8ge assez classique dans les transformations : supprimer un r\u00f4le en imaginant que les besoins auxquels il r\u00e9pondait dispara\u00eetront avec lui. C\u2019est rarement le cas. Certaines fonctions \u00e9taient peut-\u00eatre mal concentr\u00e9es, exerc\u00e9es de mani\u00e8re trop verticale ou devenues excessives, mais cela ne signifie pas qu\u2019elles \u00e9taient toutes inutiles.<\/p>

Le feedback en est un bon exemple. Dans un syst\u00e8me hi\u00e9rarchique classique, il appartient g\u00e9n\u00e9ralement au manager d\u2019observer, d\u2019\u00e9valuer, de corriger et d\u2019initier certaines d\u00e9marches d\u2019am\u00e9lioration. On peut discuter de la qualit\u00e9 de cette boucle, parfois trop rare, trop subjective ou trop centr\u00e9e sur l\u2019\u00e9valuation de la personne. Mais une boucle de r\u00e9troaction existe malgr\u00e9 tout.<\/p>

Si l\u2019on retire cette centralisation sans reconstruire autre chose, le collectif peut se retrouver avec beaucoup d\u2019autonomie et presque aucun m\u00e9canisme d\u2019am\u00e9lioration. Or un syst\u00e8me qui ne re\u00e7oit plus de feedback finit par r\u00e9p\u00e9ter ses habitudes. Il peut fonctionner correctement pendant un certain temps, avec des personnes comp\u00e9tentes et de bonne volont\u00e9, mais si rien ne vient r\u00e9guli\u00e8rement mettre en regard \u00ab comment nous fonctionnons aujourd\u2019hui \u00bb et \u00ab comment nous pourrions mieux fonctionner demain \u00bb, sa capacit\u00e9 d\u2019apprentissage s\u2019affaiblit.<\/p>

En auto-organisation, cette fonction doit donc \u00eatre redistribu\u00e9e. Elle appara\u00eet dans le feedback entre pairs, dans un tour de cl\u00f4ture de r\u00e9union o\u00f9 l\u2019on ne parle plus du contenu mais de la mani\u00e8re dont nous avons travaill\u00e9 ensemble, dans une r\u00e9trospective o\u00f9 un cercle observe son propre fonctionnement, ou encore dans la r\u00e9vision r\u00e9guli\u00e8re d\u2019un r\u00f4le devenu inadapt\u00e9.<\/p>

Ces pratiques peuvent sembler accessoires lorsqu\u2019on regarde uniquement le travail \u00e0 produire. Elles sont en r\u00e9alit\u00e9 ce qui emp\u00eache le syst\u00e8me de se figer.<\/p>

Supprimer un r\u00f4le ne supprime pas n\u00e9cessairement le besoin auquel ce r\u00f4le r\u00e9pondait.<\/p>

La vraie question n\u2019est donc pas seulement : \u00ab Peut-on se passer des managers ? \u00bb Elle est plut\u00f4t : quelles fonctions utiles \u00e9taient jusqu\u2019ici concentr\u00e9es chez eux, et o\u00f9 doivent-elles vivre demain ?<\/p>

Le pi\u00e8ge de l\u2019allergie \u00e0 la structure<\/strong> <\/h3>

Nous revenons alors \u00e0 un paradoxe que j\u2019explorais d\u00e9j\u00e0 dans l\u2019article La gouvernance est ennuyeuse\u2026 vraiment ?<\/a> : beaucoup d\u2019organisations abordent l\u2019auto-organisation avec une v\u00e9ritable allergie \u00e0 tout ce qui ressemble \u00e0 de la structure, et cette r\u00e9action est parfaitement compr\u00e9hensible. Elles sortent pr\u00e9cis\u00e9ment d\u2019un monde fait de proc\u00e9dures, de niveaux hi\u00e9rarchiques, de validations, de descriptions de fonction fig\u00e9es et d\u2019une bureaucratie qui a parfois pris le pas sur le travail r\u00e9el.<\/p>

Le d\u00e9sir de mouvement est donc l\u00e9gitime. L\u2019erreur consiste \u00e0 croire que le mouvement viendra m\u00e9caniquement de la disparition de la structure.<\/p>

L\u2019absence de structure n\u2019est pas de l\u2019auto-organisation.
Elle a un autre nom : l\u2019anarchie<\/strong>.<\/p><\/blockquote>

Une deuxi\u00e8me croyance, plus subtile, consiste \u00e0 penser que toute formalisation emp\u00eacherait l\u2019\u00e9mergence. Il ne faudrait surtout pas trop pr\u00e9ciser, parce que les choses doivent rester mobiles ; \u00e9crire un r\u00f4le ou une r\u00e8gle reviendrait d\u00e9j\u00e0 \u00e0 les graver dans le marbre. J\u2019entends souvent une variante de cette id\u00e9e : \u00ab Faisons simple, restons agiles et nous ajusterons au fur et \u00e0 mesure. \u00bb<\/p>

L\u2019intention est juste. Le raisonnement l\u2019est moins.<\/p>

Pour ajuster quelque chose, encore faut-il pouvoir le voir.<\/p>

Une structure implicite n\u2019est pas plus agile qu\u2019une structure explicite. Elle est simplement plus difficile \u00e0 observer, et donc beaucoup plus difficile \u00e0 faire \u00e9voluer consciemment. L\u2019agilit\u00e9 ne r\u00e9side pas dans l\u2019absence de structure ; elle r\u00e9side dans la capacit\u00e9 de cette structure \u00e0 bouger lorsque la r\u00e9alit\u00e9 change.<\/p>

Une organisation peut avoir des r\u00f4les tr\u00e8s pr\u00e9cis\u00e9ment d\u00e9finis et rester extraordinairement agile si elle dispose d\u2019un m\u00e9canisme simple pour les faire \u00e9voluer. \u00c0 l\u2019inverse, une \u00e9quipe peut n\u2019avoir pratiquement rien formalis\u00e9 et rester pendant des ann\u00e9es prisonni\u00e8re d\u2019habitudes que personne ne sait vraiment comment remettre en question.<\/p>

Le formalisme n\u2019est donc pas le v\u00e9ritable probl\u00e8me. Il le devient lorsqu\u2019il cesse de servir le fonctionnement pour devenir une fin en soi.<\/p>

Ni grav\u00e9 dans le marbre, ni \u00e9crit dans le sable<\/strong><\/h3>

Il serait \u00e9videmment facile de tomber dans l\u2019exc\u00e8s inverse. Apr\u00e8s avoir d\u00e9couvert les vertus de la clart\u00e9, une organisation pourrait chercher \u00e0 formaliser chaque interaction, chaque responsabilit\u00e9, chaque exception, produire des descriptions de r\u00f4les interminables et accumuler progressivement les r\u00e8gles jusqu\u2019\u00e0 recr\u00e9er exactement la bureaucratie dont elle voulait sortir.<\/p>

Une structure vivante n\u2019est pas une structure exhaustive. Elle est suffisamment explicite pour permettre aux personnes de s\u2019y orienter, suffisamment pr\u00e9cise pour que l\u2019autorit\u00e9 et la responsabilit\u00e9 ne soient pas constamment renvoy\u00e9es au collectif, et suffisamment l\u00e9g\u00e8re pour pouvoir \u00eatre modifi\u00e9e lorsque la r\u00e9alit\u00e9 l\u2019exige.<\/p>

Le juste niveau de structure n\u2019est donc pas une formule que l\u2019on peut d\u00e9finir une fois pour toutes. Il d\u00e9pend du contexte, de la maturit\u00e9 du collectif, de la complexit\u00e9 du travail et il \u00e9volue avec eux. Trop peu de structure cr\u00e9e du flou et reporte la coordination sur les personnes. Trop de structure rigidifie, d\u00e9responsabilise et finit par tuer pr\u00e9cis\u00e9ment l\u2019initiative que l\u2019on cherchait \u00e0 lib\u00e9rer.<\/p>

L\u2019auto-organisation n\u2019est donc pas un \u00e9tat dans lequel une organisation arrive un jour. C\u2019est une capacit\u00e9 qu\u2019elle d\u00e9veloppe : celle de faire \u00e9voluer consciemment la mani\u00e8re dont elle distribue l\u2019autorit\u00e9, organise le travail, apprend de son exp\u00e9rience et s\u2019adapte \u00e0 ce qui change autour d\u2019elle.<\/p>

C\u2019est aussi ce qui explique une grande partie du vertige que l\u2019on rencontre en chemin. On enl\u00e8ve progressivement certains rep\u00e8res connus sans disposer imm\u00e9diatement de tous les nouveaux. On d\u00e9couvre que davantage de libert\u00e9 implique davantage de responsabilit\u00e9, que l\u2019absence de chef ne supprime pas n\u00e9cessairement la pression, que d\u00e9cider ensemble n\u2019est pas toujours plus mature que d\u00e9cider seul, et que les managers ne disparaissent pas simplement : leur leadership doit changer de nature.<\/p>

Et surtout, on d\u00e9couvre qu\u2019une organisation plus libre n\u2019est pas une organisation moins structur\u00e9e.<\/p>

Elle est structur\u00e9e autrement.<\/p>

C\u2019est peut-\u00eatre l\u00e0 le revers le plus int\u00e9ressant de l\u2019auto-organisation. Ce que l\u2019on prenait d\u2019abord pour une promesse de libert\u00e9 nous oblige finalement \u00e0 devenir beaucoup plus pr\u00e9cis sur nos responsabilit\u00e9s, plus conscients de nos interd\u00e9pendances et plus attentifs aux m\u00e9canismes qui nous permettent d\u2019apprendre collectivement.<\/p>

Le vertige n\u2019est donc pas n\u00e9cessairement le signe que quelque chose ne fonctionne pas. Il peut \u00eatre le signe que l\u2019on commence enfin \u00e0 rencontrer ce que l\u2019ancien syst\u00e8me prenait jusque-l\u00e0 en charge \u00e0 notre place.<\/p>

La question n\u2019est alors plus seulement : sommes-nous suffisamment libres ?<\/strong><\/p>

Mais plut\u00f4t : avons-nous suffisamment structur\u00e9 notre libert\u00e9 pour pouvoir r\u00e9ellement l\u2019assumer ?<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

L\u2019auto-organisation s\u00e9duit facilement sur le papier. Plus d\u2019autonomie, moins de lourdeur hi\u00e9rarchique, davantage d\u2019initiative, des d\u00e9cisions prises au plus pr\u00e8s du terrain : \u00e0 peu…<\/p>\n","protected":false},"author":10,"featured_media":12840,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[69],"tags":[117],"class_list":["post-12839","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-performance-collective",""],"yoast_head":"\nLe revers de l\u2019auto-organisation : entre enthousiasme et vertige - Paradigm21<\/title>\n<meta name=\"description\" content=\"D\u00e9couvrez les d\u00e9fis de l\u2019auto-organisation : responsabilit\u00e9, r\u00f4les, leadership et feedback. 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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":"Le revers de l\u2019auto-organisation : entre enthousiasme et vertige - Paradigm21","description":"D\u00e9couvrez les d\u00e9fis de l\u2019auto-organisation : responsabilit\u00e9, r\u00f4les, leadership et feedback. 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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. 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