{"id":4973,"date":"2022-11-01T00:58:01","date_gmt":"2022-10-31T23:58:01","guid":{"rendered":"https:\/\/paradigm21.ch\/?p=4973"},"modified":"2025-02-12T16:58:22","modified_gmt":"2025-02-12T15:58:22","slug":"vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2","status":"publish","type":"post","link":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/","title":{"rendered":"VICA et les contextes organisationnels du mod\u00e8le Cynefin (1\/2)"},"content":{"rendered":"<p><strong>Cette s\u00e9rie de deux articles explore l&rsquo;ad\u00e9quation entre les mod\u00e8les d&rsquo;organisation attribu\u00e9s aux syst\u00e8mes de valeur de la Spirale Dynamique et chacun des cinq contextes organisationnels identifi\u00e9s par le mod\u00e8le Cynefin.<\/strong><\/p><p>Ce premier article intitul\u00e9 <a href=\"https:\/\/paradigm21.ch\/fr\/articles\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>VICA et les contextes organisationnels du mod\u00e8le Cynefin <\/strong><\/a>fait le lien entre la complexit\u00e9 croissante des contextes organisationnels, les besoins d&rsquo;\u00e9volution selon la Spirale Dynamique et les diff\u00e9rents contextes propos\u00e9s par le mod\u00e8le Cynefin. Dans le deuxi\u00e8me article <a href=\"https:\/\/paradigm21.ch\/fr\/articles\/cynefin-et-les-modeles-dorganisation-de-la-spirale-dynamique-2-2\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Cynefin et les mod\u00e8les d\u2019organisation de la Spirale Dynamique<\/strong><\/a>, nous explorerons en d\u00e9tail les diff\u00e9rents mod\u00e8les d&rsquo;organisation qui correspondent aux <em>niveaux d\u2019existence <\/em>de la Spirale Dynamique et lesquels sont compatibles avec chacun des contextes du mod\u00e8le Cynefin. Nous ferons \u00e9galement le lien entre le mod\u00e8le Cynefin et les syst\u00e8mes de valeur du 2\u00e8me cycle de la Spirale Dynamique. <em>Le deuxi\u00e8me article s&rsquo;adresse \u00e0 une audience ayant une connaissance de base de la Spirale Dynamique et une compr\u00e9hension que les syst\u00e8mes de valeur (violet, rouge, bleu, orange, vert et jaune) correspondent chacun \u00e0 un type de structure organisationnelle.<\/em><\/p><h2 class=\"wp-block-heading\" id=\"h-le-contexte-du-21e-siecle-des-organisations\">Le contexte du 21e si\u00e8cle des organisations<\/h2><p>Ce si\u00e8cle est caract\u00e9ris\u00e9 par l\u2019acc\u00e9l\u00e9ration dans les domaines de l\u2019\u00e9volution humaine, soci\u00e9tale, environnementale, technologique et \u00e9conomique. Dans cet environnement souvent appel\u00e9 VICA (volatilit\u00e9, incertitude, complexit\u00e9, ambigu\u00eft\u00e9), nous constatons l\u2019\u00e9mergence d\u2019un nouveau paradigme dans le domaine des organisations pour lesquelles la capacit\u00e9 d\u2019adaptation dans un environnement en \u00e9volution permanente devient le premier crit\u00e8re de succ\u00e8s, mais \u00e9galement de survie. La culture et la structure organisationnelles ainsi que la place donn\u00e9e \u00e0 l\u2019humain sont en train d\u2019\u00e9voluer. En r\u00e9ponse \u00e0 cet environnement VICA, les organisations tendent \u00e0 \u00e9voluer vers des mod\u00e8les plus agiles, distribu\u00e9s et auto-organis\u00e9s.<\/p><p>Les quatre composantes qui constituent l\u2019acronyme VICA\u2009sont :<\/p><ul class=\"wp-block-list\"><li><strong>Volatilit\u00e9<\/strong>\u2009: les cycles technologique et \u00e9conomique s\u2019acc\u00e9l\u00e8rent.<\/li>\n\n<li><strong>Incertitude<\/strong>\u2009: il devient de plus en plus difficile de pr\u00e9voir ou d\u2019anticiper l\u2019avenir.<\/li>\n\n<li><strong>Complexit\u00e9<\/strong>\u2009: les sources d\u2019information se multiplient et la quantit\u00e9 de param\u00e8tres \u00e0 prendre en compte \u00e9volue sans cesse.<\/li>\n\n<li><strong>Ambigu\u00eft\u00e9<\/strong>\u2009: malgr\u00e9 une information abondante, nous manquons de clart\u00e9 sur la mani\u00e8re de l\u2019interpr\u00e9ter, l\u2019information est contradictoire, impr\u00e9cise ou incompl\u00e8te.<\/li><\/ul><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"301\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-1024x301.png\" alt=\"Contexte VICA\" class=\"wp-image-6737\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-1024x301.png 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-300x88.png 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-768x226.png 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-624x184.png 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-50x15.png 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-100x29.png 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR-600x177.png 600w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-VICA-FR.png 1200w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure><\/div><p>Nous observons \u00e9galement une \u00e9volution des besoins des individus qui ne se contentent plus d\u2019effectuer leur travail et avoir des hobbies. Avec l\u2019av\u00e8nement d\u2019Internet, les individus souhaitent de plus en plus \u00eatre actifs et s\u2019impliquer mentalement et \u00e9motionnellement dans leurs projets, y compris dans leur organisation. Le besoin d\u2019autonomie et d\u2019ind\u00e9pendance est aussi en augmentation constante, chacun cherche \u00e0 avoir son libre arbitre et pose dor\u00e9navant ses exigences avant de s\u2019engager pour quoi que ce soit. Et finalement, le besoin de sens et de s\u2019identifier \u00e0 des valeurs une cause importante se g\u00e9n\u00e9ralise dans la soci\u00e9t\u00e9. Initialement attribu\u00e9e aux nouvelles g\u00e9n\u00e9rations Y ou Z, cette \u00ab\u2009qu\u00eate de sens\u2009\u00bb s\u2019est tr\u00e8s vite \u00e9tendue \u00e0 toutes les g\u00e9n\u00e9rations actives aujourd\u2019hui.<\/p><h2 class=\"wp-block-heading\" id=\"h-les-differents-contextes-organisationnels\">Les diff\u00e9rents contextes organisationnels<\/h2><p>Il semble y avoir un lien entre l\u2019environnement VICA, particuli\u00e8rement la complexit\u00e9 croissante, et l\u2019\u00e9mergence d\u2019un nouveau type d\u2019organisation. Tous les mod\u00e8les qui existent pointent vers la complexit\u00e9 croissante comme l\u2019une des raisons du besoin d\u2019\u00e9volution. Dans ce cas, quel mod\u00e8le choisir pour faire face \u00e0 cet environnement&nbsp;? Aucun mod\u00e8le n\u2019est intrins\u00e8quement meilleur qu\u2019un autre. En r\u00e9alit\u00e9, seule l\u2019ad\u00e9quation entre un mod\u00e8le et le contexte organisationnel est d\u00e9terminant du bon fonctionnement d\u2019une organisation.<\/p><p>Attention cependant de ne pas g\u00e9n\u00e9raliser le besoin d\u2019\u00e9volution et vouloir l\u2019appliquer \u00e0 toutes les organisations. La spirale dynamique est un mod\u00e8le \u2013 ou une grille de lecture \u2013 qui permet de cartographier les diff\u00e9rents paradigmes d\u2019\u00e9volution autant de l\u2019humain, des organisations, que de la soci\u00e9t\u00e9 au sens large du terme. Bien qu\u2019il serait tentant de vouloir \u00e9voluer le long des diff\u00e9rents paradigmes et \u00e9voluer dans des paradigmes dits \u00ab&nbsp;sup\u00e9rieurs&nbsp;\u00bb, ce n\u2019est pas comme cela que fonctionne l\u2019\u00e9volution. La spirale dynamique l\u2019explique d\u2019ailleurs tr\u00e8s bien. L\u2019\u00e9volution n\u2019a lieu que lorsqu\u2019il y a un manque de congruence entre les conditions de vie (contexte social, \u00e9conomique, politique, technologique, etc.) &#8211; qui \u00e9voluent &#8211; et les pratiques que nous avions d\u00e9velopp\u00e9es pour faire face aux conditions de vie pr\u00e9c\u00e9dentes. Autrement dit, sans tensions entre notre fonctionnement et l\u2019environnement, aucune \u00e9volution concr\u00e8te n\u2019est n\u00e9cessaire, ni souhaitable. Cela nous permet de sortir d\u2019une fausse vision de l\u2019\u00e9volution qui se ferait automatiquement, naturellement et de mani\u00e8re lin\u00e9aire vers des contextes et des mod\u00e8les de plus en plus complexes.<\/p><p>Pour commencer, il est int\u00e9ressant d\u2019observer que le contexte organisationnel de la \u00ab&nbsp;complexit\u00e9&nbsp;\u00bb n\u2019est pas syst\u00e9matiquement pr\u00e9sent, m\u00eame dans un environnement VICA. En revanche, la complexit\u00e9 s\u2019invite dans tous les contextes \u00e0 partir du moment o\u00f9 une organisation souhaite sortir de la vision m\u00e9caniste de son fonctionnement et choisit de mettre l\u2019humain au centre de ses pr\u00e9occupations plut\u00f4t que de le consid\u00e9rer comme une simple ressource. En effet, le fonctionnement d\u2019un seul \u00eatre humain \u00e9tant d\u00e9j\u00e0 de nature complexe, la complexit\u00e9 va crescendo \u00e0 partir du moment o\u00f9 l\u2019on demande \u00e0 plusieurs \u00eatres humains de collaborer et de former une organisation.<\/p><h2 class=\"wp-block-heading\" id=\"h-le-modele-cynefin\">Le mod\u00e8le Cynefin<\/h2><p>Le mod\u00e8le de Cynefin a \u00e9t\u00e9 d\u00e9velopp\u00e9 par David Snowden en 1999. Cynefin se prononce \u00ab\u00a0kuh-NEV-in\u00a0\u00bb car il s&rsquo;agit d&rsquo;un mot gallois (qui signifie habitat). Le principe est que toute situation ou tout probl\u00e8me auquel vous \u00eates confront\u00e9\u00b7e appartient \u00e0 l&rsquo;une de ces quatre cat\u00e9gories : <strong>\u00e9vident<\/strong>, <strong>compliqu\u00e9<\/strong>, <strong>complexe<\/strong>, <strong>chaotique<\/strong>. L&rsquo;espace sombre au centre repr\u00e9sente le <strong>d\u00e9sordre<\/strong>.<\/p><p>Le mod\u00e8le Cynefin n\u2019est pas une matrice&nbsp;2&#215;2 \u00ab\u2009cat\u00e9gorisante\u2009\u00bb habituelle. C\u2019est un mod\u00e8le qui \u00e9merge pour donner du sens \u00e0 des dimensions existantes, mais dont les fronti\u00e8res sont parfois floues. C\u2019est la raison pour laquelle les lignes d\u00e9limitant les diff\u00e9rents contextes ne sont pas droites. Le mod\u00e8le distingue une nature \u00ab\u2009pr\u00e9visible\u2009\u00bb sur la droite du mod\u00e8le et \u00ab\u2009impr\u00e9visible\u2009\u00bb sur la gauche.<\/p><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img decoding=\"async\" width=\"1024\" height=\"718\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-1024x718.png\" alt=\"\" class=\"wp-image-6739\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-1024x718.png 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-300x210.png 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-768x539.png 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-624x438.png 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-50x35.png 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-100x70.png 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR-600x421.png 600w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/whats-the-context-FR.png 1118w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure><\/div><p>Nous aborderons plus tard diff\u00e9rents contextes organisationnels bas\u00e9s sur le mod\u00e8le Cynefin, mais commen\u00e7ons par illustrer son utilit\u00e9. Ce mod\u00e8le a \u00e9t\u00e9 con\u00e7u comme un outil de r\u00e9solution de probl\u00e8mes qui aide \u00e0 \u00e9valuer une situation en identifiant dans lequel des cinq \u00ab\u00a0contextes\u00a0\u00bb elle s&rsquo;inscrit et comment y r\u00e9pondre de mani\u00e8re appropri\u00e9e.<\/p><p>Dans la plupart des situations professionnelles qui se sont av\u00e9r\u00e9es pires que pr\u00e9vu, il appara\u00eet que les d\u00e9cideurs ont suppos\u00e9 qu&rsquo;ils avaient affaire \u00e0 un contexte <strong>\u00e9vident<\/strong> ou <strong>compliqu\u00e9<\/strong> (le c\u00f4t\u00e9 droit du diagramme) alors qu&rsquo;il est devenu clair plus tard qu\u2019il s&rsquo;agissait en r\u00e9alit\u00e9 d&rsquo;un contexte <strong>complexe<\/strong> ou peut-\u00eatre m\u00eame quelque peu <strong>chaotique<\/strong> (le c\u00f4t\u00e9 gauche du diagramme). Si une situation est claire (le c\u00f4t\u00e9 droit du diagramme), alors la relation de cause \u00e0 effet est pr\u00e9visible et, avec une recherche suffisante, une action efficace peut \u00eatre d\u00e9velopp\u00e9e. L&rsquo;expertise est g\u00e9n\u00e9ralement tr\u00e8s utile pour traiter des probl\u00e8mes compliqu\u00e9s, car plus vous en savez sur les variables et les n\u0153uds de causalit\u00e9, meilleure est la d\u00e9cision que vous pourrez prendre.<\/p><p>Cependant, si vous avez mal diagnostiqu\u00e9 votre contexte et que vous \u00eates en fait confront\u00e9 \u00e0 une situation <strong>complexe<\/strong>, alors pratiquement toutes les techniques qui vous aident \u00e0 r\u00e9soudre des probl\u00e8mes plus simples ont tendance \u00e0 \u00eatre contre-productives face \u00e0 la complexit\u00e9. Les situations complexes sont difficiles \u00e0 ma\u00eetriser car les relations de cause \u00e0 effet ne sont pas claires, et la meilleure fa\u00e7on de les traiter est souvent de proc\u00e9der par essais et erreurs. Une caract\u00e9ristique particuli\u00e8rement probl\u00e9matique des situations complexes est que le recours \u00e0 l&rsquo;expertise vous fait souvent d\u00e9vier de votre route. Les experts pensent savoir comment les choses fonctionnent et mettent en \u0153uvre des solutions qui ne font qu&rsquo;aggraver la situation.<\/p><p>L&rsquo;application du cadre Cynefin au probl\u00e8me du changement organisationnel met en \u00e9vidence une pathologie persistante : la plupart des initiatives de changement sont men\u00e9es comme si leur mise en \u0153uvre \u00e9tait compliqu\u00e9e, alors qu&rsquo;en fait le changement organisationnel est complexe et souvent d\u00e9sordonn\u00e9.<\/p><h3 class=\"wp-block-heading\" id=\"h-la-relation-de-cause-a-effet\">La relation de cause \u00e0 effet<\/h3><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img decoding=\"async\" width=\"1024\" height=\"620\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-1024x620.png\" alt=\"\" class=\"wp-image-6744\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-1024x620.png 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-300x182.png 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-768x465.png 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-624x378.png 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-50x30.png 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-100x61.png 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR-600x363.png 600w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-1-FR.png 1322w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure><\/div><p>Commen\u00e7ons par une vue de la relation de \u00ab\u2009Cause (C) \u00e0 Effet (E)\u2009\u00bb dans les diff\u00e9rents contextes\u2009:<\/p><ul class=\"wp-block-list\"><li><strong>\u00c9vident<\/strong>\u2009: Les probl\u00e8mes sont per\u00e7us comme \u00ab\u2009\u00e9vidents\u2009\u00bb et ont un lien de cause \u00e0 effet direct, clair et r\u00e9p\u00e9table. Le caract\u00e8re \u00ab\u2009pr\u00e9visible\u2009\u00bb du lien de cause \u00e0 effet est particuli\u00e8rement marqu\u00e9. Le jeu du \u00ab\u2009morpion\u2009\u00bb dans lequel deux joueurs remplissent tour \u00e0 tour les cases d\u2019une grille de 3 par 3 est une bonne repr\u00e9sentation\u2009: quelques r\u00e8gles simples suffisent \u00e0 jouer la meilleure partie possible, comme placer la premi\u00e8re pi\u00e8ce dans un angle.<\/li>\n\n<li><strong>Compliqu\u00e9<\/strong>\u2009: La relation de cause \u00e0 effet n\u2019est plus de nature \u00e9vidente et demande souvent une analyse fine, souvent conduite par des experts, pour d\u00e9terminer les diff\u00e9rentes relations entre de multiples causes et les effets observ\u00e9s. La pr\u00e9visibilit\u00e9 existe encore, mais c\u2019est le domaine d\u2019experts qui utilisent diff\u00e9rents mod\u00e8les pr\u00e9visionnels. Le jeu des \u00e9checs illustre bien ce contexte, il s\u2019agit de simultan\u00e9ment consid\u00e9rer plusieurs options possibles et d\u2019agir de fa\u00e7on \u00e0 r\u00e9duire l\u2019impr\u00e9visibilit\u00e9.<\/li>\n\n<li><strong>Complexe<\/strong>\u2009: Les probl\u00e8mes complexes sont d\u2019une nature compl\u00e8tement diff\u00e9rente des probl\u00e8mes compliqu\u00e9s. La principale diff\u00e9rence est que la relation de cause \u00e0 effet se r\u00e9v\u00e8le uniquement de mani\u00e8re r\u00e9trospective. La m\u00e9taphore de jeu pour la complexit\u00e9 est le poker. Contrairement aux \u00e9checs qui est un jeu de pr\u00e9vision, le poker est un jeu qui demande une observation fine et de proc\u00e9der par des exp\u00e9rimentations. Dans un contexte de complexit\u00e9, il n\u2019y a pas de fa\u00e7on <strong>d\u2019apprendre<\/strong> pour r\u00e9soudre le probl\u00e8me, il faut n\u00e9cessairement passer par l\u2019action.<\/li>\n\n<li><strong>Chaotique<\/strong>\u2009: Le chaos arrive lorsqu\u2019il n\u2019y a aucun rapport observable, m\u00eame \u00e0 post\u00e9riori, entre cause et effet ou que ces rapports \u00e9voluent constamment. Dans ce contexte, il ne sert plus \u00e0 rien d\u2019investiguer ni d\u2019analyser. Aucune \u00e9tude ne permet d\u2019am\u00e9liorer les chances de r\u00e9ussite de nos actions. L\u2019analogie de jeu est le jeu d\u2019enfants dans lequel les r\u00e8gles changent continuellement.<\/li><\/ul><h3 class=\"wp-block-heading\" id=\"h-les-pratiques\">Les pratiques<\/h3><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"620\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-1024x620.png\" alt=\"\" class=\"wp-image-6746\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-1024x620.png 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-300x182.png 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-768x465.png 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-624x378.png 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-50x30.png 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-100x61.png 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR-600x363.png 600w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-2-FR.png 1322w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure><\/div><p>Observons maintenant les diff\u00e9rents types de pratiques que ces diff\u00e9rents contextes suscitent pour la r\u00e9solution de probl\u00e8me\u2009:<\/p><ul class=\"wp-block-list\"><li><strong>\u00c9vident<\/strong>\u2009: Apr\u00e8s avoir regard\u00e9 toutes les options possibles et calcul\u00e9 la meilleure voie, nous r\u00e9pondons aux probl\u00e8mes \u00e9vidents en choisissant <strong>la meilleure pratique possible<\/strong>. Combin\u00e9e au caract\u00e8re pr\u00e9visible du lien entre cause et effet, la meilleure pratique devient rapidement connue de tou\u00b7tes. Par exemple, le fait de se laver les mains dans une p\u00e9riode d\u2019\u00e9pid\u00e9mie virale est la meilleure pratique pour r\u00e9duire les risques de contamination.<\/li>\n\n<li><strong>Compliqu\u00e9<\/strong>\u2009: Il n\u2019y a plus de \u00ab\u2009meilleure \u00bb pratique dans ce contexte mais apr\u00e8s une s\u00e9rie d\u2019analyse il est possible de d\u00e9terminer de \u00ab bonnes pratiques \u00bb en fonction des r\u00e9sultats observ\u00e9s \u00e0 la suite d\u2019une s\u00e9rie d\u2019exp\u00e9rimentation. Un exemple d\u2019une \u00ab bonne pratique \u00bb au jeu d\u2019\u00e9checs consisterait \u00e0 associer une valeur aux pi\u00e8ces et de s\u2019assurer d\u2019avoir une valeur totale des pi\u00e8ces sup\u00e9rieure \u00e0 celle de l\u2019adversaire. Les recommandations des autorit\u00e9s sanitaires au d\u00e9but de la crise du COVID-19 en sont de parfaits exemples\u2009: interdire les rassemblements, fermer les \u00e9coles et les commerces, confinement des personnes \u00e0 risque, etc.<\/li>\n\n<li><strong>Complexe<\/strong>\u2009: Comme le chemin passe par une partie exp\u00e9rimentale, l\u2019action fait partie du cycle. Il s\u2019agit d\u2019investiguer les r\u00e9sultats que nos actions ont produits, sentir comment adapter nos pratiques et exp\u00e9rimenter \u00e0 nouveau. Les pratiques qui en r\u00e9sultent sont de nature \u00e9mergente. La r\u00e9duction progressive des mesures sanitaires dans le contexte du COVID-19 illustre bien cette approche par \u00e9tape puisqu\u2019aucun mod\u00e8le ne permet de pr\u00e9dire l\u2019impact d\u2019un d\u00e9confinement ou la fin d\u2019une mesure sur les risques de d\u00e9clencher une nouvelle vague de contamination.<\/li>\n\n<li><strong>Chaotique<\/strong>\u2009: Puisque les r\u00e8gles et le contexte sont en \u00e9volution permanente, un contexte chaotique invite \u00e0 agir et essayer de nouvelles pratiques sans avoir d\u2019indication quant \u00e0 leur effet sur le probl\u00e8me \u00e0 r\u00e9gler. Dans la situation sans pr\u00e9c\u00e9dent du COVID-19, les ex\u00e9cutifs gouvernementaux ont pris le pouvoir et agi le plus rapidement possible. L\u2019objectif principal des leaders qui se trouvaient en position d\u2019agir \u00e9tait de stabiliser la situation afin de pouvoir sortir du chaos le plus vite possible.<\/li><\/ul><h3 class=\"wp-block-heading\" id=\"h-les-strategies-et-types-d-organisations\">Les strat\u00e9gies et types d\u2019organisations<\/h3><p>Les strat\u00e9gies pour r\u00e9soudre les probl\u00e8mes et les mod\u00e8les organisationnels sont \u00e9galement diff\u00e9rents dans chaque contexte\u2009et ils sont connect\u00e9s l\u2019un avec l\u2019autre.<\/p><div class=\"wp-block-image\"><figure class=\"aligncenter size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"619\" src=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-1024x619.png\" alt=\"\" class=\"wp-image-6751\" srcset=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-1024x619.png 1024w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-300x181.png 300w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-768x464.png 768w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-624x377.png 624w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-50x30.png 50w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-100x60.png 100w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR-600x363.png 600w, https:\/\/paradigm21.ch\/wp-content\/uploads\/2022\/11\/Cynefin-SD-3-FR.png 1323w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure><\/div><ul class=\"wp-block-list\"><li><strong>\u00c9vident<\/strong>\u2009: pour reprendre l\u2019analogie du jeu du morpion, <strong>observer<\/strong> consiste \u00e0 regarder la grille. Ensuite, nous <strong>cat\u00e9gorisons<\/strong> les moyens de r\u00e9duire les combinaisons possibles en plus petits sous-ensembles, plus g\u00e9rables. La cat\u00e9gorisation est l\u2019\u00e9l\u00e9ment central de la strat\u00e9gie de r\u00e9solution de probl\u00e8me principale dans ce contexte avant qu\u2019une <strong>r\u00e9ponse<\/strong> se produise. Ce contexte est pr\u00e9destin\u00e9 \u00e0 un type d&rsquo;organisation centralis\u00e9e, car il est possible pour une personne ou un petit groupe de personnes d&rsquo;avoir une vue d&rsquo;ensemble de tout ce qui se passe (\u00e0 l&rsquo;int\u00e9rieur et \u00e0 l&rsquo;ext\u00e9rieur de l&rsquo;organisation).<\/li>\n\n<li><strong>Compliqu\u00e9<\/strong>\u2009: L\u00e0 o\u00f9 il suffisait de cat\u00e9goriser dans le contexte \u00e9vident, il s\u2019agit <strong>d\u2019analyser<\/strong> dans le domaine compliqu\u00e9. C\u2019est dans cette phase qu\u2019interviennent les conseils d\u2019experts qui d\u00e9veloppent des mod\u00e8les permettant d\u2019interpr\u00e9ter les observations et pr\u00e9conisent ensuite des actions dans le but d\u2019influencer le cours des choses. Pour une organisation qui \u00e9volue dans un contexte \u00ab\u2009compliqu\u00e9\u2009\u00bb, il est n\u00e9cessaire de d\u00e9velopper diff\u00e9rents centres de comp\u00e9tences et d\u2019expertise. La structure centralis\u00e9e arrive \u00e0 ses limites dans ce contexte et n\u00e9cessite une forme de d\u00e9centralisation avec une d\u00e9l\u00e9gation formelle des comp\u00e9tences. La dimension de l\u2019intelligence collective fait son apparition parce qu\u2019il est souvent n\u00e9cessaire de r\u00e9unir diff\u00e9rents experts afin de pouvoir analyser une situation et d\u00e9terminer, collectivement, les meilleures pratiques \u00e0 impl\u00e9menter. Dans ce contexte, le type d\u2019organisation d\u00e9centralis\u00e9e est le plus courant.<\/li>\n\n<li><strong>Complexe<\/strong>\u2009: Puisque l\u2019analyse ne suffit plus pour r\u00e9soudre un probl\u00e8me complexe, il est n\u00e9cessaire de commencer par <strong>investiguer<\/strong>, ce qui suppose une forme d\u2019action. Dans l\u2019exemple du poker, l\u2019investigation peut prendre la forme d\u2019une mise, ce qui force l\u2019adversaire \u00e0 r\u00e9pondre, soit en pliant ou en surench\u00e9rissant. Cela permet de <strong>sentir<\/strong> leur r\u00e9action. D\u2019autres formes d\u2019investigations peuvent \u00eatre l\u2019observation du langage corporel, mais l\u2019interpr\u00e9tation ne passe pas par une analyse des observations, mais par une partie plus subtile qui fait appel au ressenti. Pour une organisation qui \u00e9volue dans un contexte \u00ab\u2009complexe\u2009\u00bb ou plus largement qualifi\u00e9 par VICA, le type d\u2019organisation distribu\u00e9e est le plus appropri\u00e9. Le principe de subsidiarit\u00e9 permet d\u2019effectuer ce cycle d\u2019investiguer-sentir-r\u00e9pondre au plus proche du terrain et de s\u2019\u00e9loigner d\u2019un quelconque pouvoir centralis\u00e9 qui ne peut fonctionner que par analyse et anticipation. Lorsqu\u2019une organisation fait face \u00e0 un contexte complexe, passer \u00e0 un mod\u00e8le d\u2019autorit\u00e9 distribu\u00e9e et d\u2019intelligence collective est la seule fa\u00e7on de garantir une agilit\u00e9, une capacit\u00e9 d\u2019\u00e9volution et une durabilit\u00e9 \u00e0 long terme.<\/li>\n\n<li><strong>Chaotique<\/strong>\u2009: Dans une situation chaotique, <strong>agir<\/strong> est le premier pas n\u00e9cessaire. Pour reprendre l\u2019analogie au jeu d\u2019enfants, il ne sert \u00e0 rien de chercher \u00e0 analyser les r\u00e8gles ou investiguer. Il s\u2019agit d\u2019abord de participer au jeu avec les autres, de <strong>sentir<\/strong> l\u2019impact sur les autres et ajuster sa fa\u00e7on d\u2019agir ou de <strong>r\u00e9pondre<\/strong> selon l\u2019impact sur les autres. L&rsquo;action \u00e9tant la premi\u00e8re \u00e9tape de toute strat\u00e9gie dans un environnement chaotique, un type d&rsquo;organisation centralis\u00e9e est le mieux adapt\u00e9 pour que les d\u00e9cisions sur la mani\u00e8re d&rsquo;agir puissent \u00eatre prises rapidement par une ou quelques personnes. \u00c0 ce stade, il importe peu que l&rsquo;action entreprise soit correcte, mais il importe surtout d&rsquo;agir rapidement pour \u00eatre en mesure de ressentir l&rsquo;impact de cette action et d&rsquo;y r\u00e9pondre.<\/li><\/ul><h3 class=\"wp-block-heading\" id=\"h-observation-sur-la-division-haut-bas-du-modele-cynefin\">Observation sur la division haut-bas du mod\u00e8le Cynefin<\/h3><p>Le mod\u00e8le Cynefin pr\u00e9sente une structure gauche-droite intuitive qui distingue les contextes pr\u00e9visibles \u00e0 droite des contextes impr\u00e9visibles \u00e0 gauche. Mais la distinction entre haut le bas est moins apparente et l&rsquo;auteur n&rsquo;a pas de r\u00e9ponse explicite \u00e0 cette question. \u00c0 premi\u00e8re vue, les contextes \u00ab&nbsp;\u00e9vident&nbsp;\u00bb et \u00ab&nbsp;chaotique&nbsp;\u00bb ont tr\u00e8s peu en commun. En dressant la carte des types d&rsquo;organisations qui conviennent \u00e0 chaque contexte, nous pouvons maintenant observer un point commun entre le contexte \u00e9vident (parfois aussi appel\u00e9 \u00ab&nbsp;simple&nbsp;\u00bb) et le chaotique en bas du mod\u00e8le : tous deux s&rsquo;en sortent mieux avec un type d\u2019organisation centralis\u00e9e, alors que ce n\u2019est manifestement pas le cas des deux autres contextes.<\/p><p>D&rsquo;une certaine mani\u00e8re, le besoin d&rsquo;un type d&rsquo;organisation centralis\u00e9e dans le contexte chaotique est d\u00fb au fait qu&rsquo;il s&rsquo;agit d&rsquo;une approche \u00ab\u00a0simple\u00a0\u00bb par essais et erreurs. Dans un contexte \u00e9vident il peut bien s\u00fbr y avoir une strat\u00e9gie mais son ex\u00e9cution est relativement simple, alors que dans le contexte chaotique il n&rsquo;y a pas de strat\u00e9gie possible car rien n&rsquo;est pr\u00e9visible. Dans les deux contextes, il est plus efficace de ne pas avoir trop de discussions et de d\u00e9bats avant d&rsquo;agir. Dans le contexte \u00e9vident, c&rsquo;est vrai parce qu&rsquo;il serait inutile de compliquer une situation qui est \u00e9vidente et dans le contexte chaotique, c&rsquo;est vrai parce que cela prendrait du temps et entraverait l&rsquo;action n\u00e9cessaire qui doit \u00eatre entreprise.<\/p><p>La suite de cette s\u00e9rie se trouve dans le deuxi\u00e8me article intitul\u00e9 <a href=\"https:\/\/paradigm21.ch\/fr\/articles\/cynefin-et-les-modeles-dorganisation-de-la-spirale-dynamique-2-2\/\"><strong>Cynefin et les mod\u00e8les d\u2019organisation de la Spirale Dynamique<\/strong><\/a>.<\/p><h3 class=\"wp-block-heading\" id=\"h-en-video-conference-valuematch\"><strong>En vid\u00e9o (conf\u00e9rence ValueMatch)<\/strong><\/h3><p>Voici l&rsquo;enregistrement d&rsquo;une conf\u00e9rence pr\u00e9sentant ce mat\u00e9riel (en anglais) en novembre 2022.<\/p><figure class=\"wp-block-embed is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe title=\"Cynefin and Spiral Dynamics by Marc Mathys\" width=\"640\" height=\"360\" src=\"https:\/\/www.youtube.com\/embed\/dCH9xQW-MLc?feature=oembed&#038;enablejsapi=1&#038;origin=https:\/\/paradigm21.ch\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure><h3 class=\"wp-block-heading\" id=\"h-ressources-et-lectures-conseillees\"><strong>Ressources et lectures conseill\u00e9es<\/strong><\/h3><ul class=\"wp-block-list\"><li><a href=\"https:\/\/hbr.org\/2007\/11\/a-leaders-framework-for-decision-making\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>The Cynefin Framework<\/strong><\/a> par Snowden, D. et Boon, M. \u201cA Leader\u2019s Framework for Decision Making\u201d, Harvard Business Review, Novembre 2007<\/li>\n\n<li><strong><a href=\"https:\/\/www.rebelsatwork.com\/blog\/2022\/1\/6\/complicated-or-complex\" target=\"_blank\" rel=\"noreferrer noopener\">Complicated or Complex?<\/a><\/strong> par Carmen Medina, Janvier 2022<\/li>\n\n<li><strong><a href=\"https:\/\/www.scrum.org\/resources\/blog\/understanding-complexity\" target=\"_blank\" rel=\"noreferrer noopener\">Understanding Complexity<\/a><\/strong> par Erwin van der Koogh, Juillet 2019<\/li>\n\n<li><a href=\"https:\/\/www.amazon.com\/Spiral-Dynamics-Integral\/dp\/B000Q7ZFF2\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Spiral Dynamics Integral<\/strong><\/a> (livre audio en anglais) \u00e9crit et lu par Dr. Don Beck<\/li>\n\n<li><a href=\"https:\/\/www.amazon.com\/Spiral-Dynamics-Action-Humanitys-Master\/dp\/1119387183\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Spiral Dynamics in Action: Humanity&rsquo;s Master Code<\/strong><\/a> par Dr. Don Beck, Teddy Hebo Larsen, Sergey Solonin, Dr. Rica Viljoen, Thomas Q. Johns<\/li>\n\n<li><a href=\"https:\/\/www.amazon.fr\/spirale-dynamique-Comprendre-sorganisent-pourquoi\/dp\/2729619283\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>La spirale dynamique &#8211; Comprendre comment les hommes s&rsquo;organisent et pourquoi ils changent<\/strong> <\/a>par Fabien Chabreuil et Patricia Chabreuil<\/li>\n\n<li><a href=\"https:\/\/valuematch.net\/en\/en-spiral-dynamics\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>ValueMatch<\/strong><\/a> propose un test de connaissance sur la Spirale Dynamique gratuit, ainsi qu\u2019un rapport de valeurs et un rapport de changement personnel (payants)<\/li><\/ul><p><\/p>","protected":false},"excerpt":{"rendered":"<p>Cette s\u00e9rie de deux articles explore l&rsquo;ad\u00e9quation entre les mod\u00e8les d&rsquo;organisation attribu\u00e9s aux syst\u00e8mes de valeur de la Spirale Dynamique et chacun des cinq contextes&hellip;<\/p>\n","protected":false},"author":10,"featured_media":6445,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[69],"tags":[115,117],"class_list":["post-4973","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-dynamiques-du-changement","tag-performance-collective",""],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.2 (Yoast SEO v24.5) - 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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":"VICA et les contextes organisationnels de Cynefin - Paradigm21","description":"Quel lien entre VICA, les besoins d\u2019\u00e9volution selon la Spirale Dynamique et les diff\u00e9rents contextes propos\u00e9s par le mod\u00e8le Cynefin?","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\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/","og_locale":"fr_FR","og_type":"article","og_title":"VICA et les contextes organisationnels du mod\u00e8le Cynefin (1\/2)","og_description":"Quel lien entre VICA, les besoins d\u2019\u00e9volution selon la Spirale Dynamique et les diff\u00e9rents contextes propos\u00e9s par le mod\u00e8le Cynefin?","og_url":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/","og_site_name":"Paradigm21","article_publisher":"https:\/\/www.facebook.com\/paradigm21.ch","article_published_time":"2022-10-31T23:58:01+00:00","article_modified_time":"2025-02-12T15:58:22+00:00","og_image":[{"width":3607,"height":1246,"url":"https:\/\/paradigm21.ch\/wp-content\/uploads\/2023\/12\/Model1-3.png","type":"image\/png"}],"author":"Marc Mathys","twitter_card":"summary_large_image","twitter_misc":{"\u00c9crit par":"Marc Mathys","Dur\u00e9e de lecture estim\u00e9e":"14 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/","url":"https:\/\/paradigm21.ch\/fr\/ressources\/articles\/vica-et-les-contextes-organisationnels-du-modele-cynefin-1-2\/","name":"VICA et les contextes organisationnels de Cynefin - 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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\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/4973","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=4973"}],"version-history":[{"count":6,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/4973\/revisions"}],"predecessor-version":[{"id":7560,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/4973\/revisions\/7560"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media\/6445"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media?parent=4973"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/categories?post=4973"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/tags?post=4973"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}