{"id":5188,"date":"2018-02-01T16:01:15","date_gmt":"2018-02-01T15:01:15","guid":{"rendered":"http:\/\/open-organization.com\/?p=5188"},"modified":"2018-02-01T16:01:15","modified_gmt":"2018-02-01T15:01:15","slug":"francais-la-quete-de-la-mission-inspirante","status":"publish","type":"post","link":"https:\/\/open-organization.com\/en\/2018\/02\/01\/francais-la-quete-de-la-mission-inspirante\/","title":{"rendered":"The quest for the inspiring mission"},"content":{"rendered":"<p>[et_pb_section bb_built=&#8221;1&#8243;][et_pb_row][et_pb_column type=&#8221;4_4&#8243;][et_pb_text _builder_version=&#8221;3.2.1&#8243;]<\/p>\n<pre>In short :\n &gt; What is at the heart of digital disruption is the emergence of open organizations.\n &gt; Inspirational missions play a crucial role in coordinating and engaging with open organizations.\n &gt; In this article, Albert Meige deepens the examination of the notion of inspiring mission.<\/pre>\n<h4>Introduction<\/h4>\n<p>One of the crucial aspects of open organizations is the presence of an inspiring mission. It is this notion that I would like to develop today.<\/p>\n<blockquote class=\"wp-embedded-content\" data-secret=\"OCbNGtVVEe\"><p><a href=\"https:\/\/open-organization.com\/en\/2017\/12\/05\/francais-towards-open-organizations\/\">Towards Open Organizations \u00ae<\/a><\/p><\/blockquote>\n<p><iframe class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; clip: rect(1px, 1px, 1px, 1px);\" title=\"&#8220;Towards Open Organizations \u00ae&#8221; &#8212; Open Organization\" src=\"https:\/\/open-organization.com\/en\/2017\/12\/05\/francais-towards-open-organizations\/embed\/#?secret=OCbNGtVVEe\" data-secret=\"OCbNGtVVEe\" width=\"600\" height=\"338\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><\/p>\n<p>My intuition of the role played by the inspiring missions is itself inspired by the work of Simon Sinek and his famous injunction: <em>Start with Why<\/em>? The idea of a massive transformational purpose inherent in exponential organizations has also stimulated my\u00a0thinking on this theme.<\/p>\n<p>I also note the convergence of the reflections that are taking place around me on this point: Pierre Gohar, <a href=\"https:\/\/open-organization.com\/en\/tag\/emmanuelle-duez\/\">Emmanuelle Duez<\/a>, Jeremy Lamri, Patrick Koller, <a href=\"https:\/\/open-organization.com\/en\/2016\/06\/25\/emmanuel-faber-find-your-little-brother\/\">Emmanuel Faber<\/a> or Emmanuel Macron \u2014 they all have this idea in mind.<\/p>\n<div id=\"gt-res-c\" class=\"g-unit\">\n<div id=\"gt-res-p\">\n<div id=\"gt-res-data\">\n<div id=\"gt-res-wrap\">\n<div id=\"gt-res-content\">\n<div id=\"gt-res-dir-ctr\" class=\"trans-verified-button-small\" dir=\"ltr\"><span id=\"result_box\" class=\"\" lang=\"en\"><span class=\"\">The example I have in mind is Tesla, whose declared mission is to accelerate the transition to an energy-sustainable world.<\/span><\/span><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<p>I will now start from what I perceive to be two problems that any organization faces, one old and permanent, the other perhaps more recent in its intensity:<\/p>\n<ul>\n<li>Coordinating groups of individuals<\/li>\n<li>The search for meaning<\/li>\n<\/ul>\n<div id=\"gt-res-c\" class=\"g-unit\">\n<div id=\"gt-res-p\">\n<div id=\"gt-res-data\">\n<div id=\"gt-res-wrap\">\n<div id=\"gt-res-content\">\n<h4 id=\"gt-res-dir-ctr\" class=\"trans-verified-button-small\" dir=\"ltr\"><span id=\"result_box\" class=\"\" lang=\"en\"><span class=\"\">1. How to move 1000 people in the same direction<\/span><\/span><\/h4>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"trans-verified-button-small\" dir=\"ltr\">\u00a0Every organization needs to have coordination principles in order to function, and this is not new. This is particularly the case for an army. It seems that the modern conceptions of the organization come from the military field.<\/div>\n<p dir=\"ltr\">The principles of coordination of a group are multiple but can be grouped in two big classes: coordination by a power, coordination by a free agreement.<\/p>\n<p dir=\"ltr\">The sociologist Max Weber distinguished in particular three forms of power:<\/p>\n<ul>\n<li dir=\"ltr\">Traditional: Power is based on rules transmitted from generation to generation, whose systemic function is not explicit and whose evolution tends to be slow.<\/li>\n<li dir=\"ltr\">Charismatic: Power is based on the personal authority of a charismatic leader.\u00a0The source of this charisma is variable.<\/li>\n<li dir=\"ltr\">Bureaucratic: Power is based on rules designed rationally for an explicit systemic purpose.\u00a0The evolution of these rules can be fast.<\/li>\n<\/ul>\n<p>Free agreement can take the form of contracts and market transactions, typically governed by rules whose respect is based on a combination of trust and coercive power.<\/p>\n<h4 class=\"trans-verified-button-small\" dir=\"ltr\">2. The search for meaning against the Taylorization of the absurd<\/h4>\n<p>&#8220;Bullshit jobs&#8221; seem to be causing a lot of soul-searching right now. A frightening sense of absurdity is spreading in the world of work, whether the work seems intrinsically futile or the positive impact of work is impossible to perceive.<\/p>\n<p>To counter this anxiety, two solutions seem possible:<\/p>\n<ul>\n<li>Combining a more or less absurd work with visible impactful commitments, putting ones skills at the service of noble causes.<\/li>\n<li>Finding a job whose positive impact is explicitly formulated and perceptible.\u00a0Doctors, teachers or soldiers are, for example, less exposed to the feeling of absurdity of their work, or indeed, not at all.<\/li>\n<\/ul>\n<h4>3. Functions of the inspiring mission in open organizations<\/h4>\n<p>The domain coordinated by\u00a0open organizations includes at le the least both internal and external collaborators, the latter category being itself very heterogeneous.<\/p>\n<p>The inspiring mission is part of the organizational interface that allows to coordinate this set of individuals around a goal:<\/p>\n<ul>\n<li>Purpose gives meaning to each person&#8217;s tasks, duties, and projects.<\/li>\n<li>Consciousness of purpose promotes coordination by guiding the understanding and judgment of individuals, enabling them to decide and take useful and necessary initiatives more easily.<\/li>\n<li>Participation in the mission engenders a membership or a degree of belonging to the open organization, and thus the recognition of a status or position in the organization and society in general.<\/li>\n<\/ul>\n<p>In the case of Tesla, the priority of the energy transition is itself the result of a vast process of putting sustainable energies on the agenda. This process takes place within a politico-social framework that includes businesses, on which businesses also seek to exert influence.<\/p>\n<p>One might think that open organization tends towards decentralization. I think this idea needs to be qualified. In particular, the role of charismatic individuals does not disappear with openness. It combines with an inspiring mission: this is particularly the case with <a href=\"https:\/\/open-organization.com\/en\/tag\/steve-jobs\/\">Steve Jobs<\/a>, <a href=\"https:\/\/open-organization.com\/en\/2016\/08\/31\/think-really-big-elon-musk\/\">Elon Musk<\/a>, <a href=\"https:\/\/open-organization.com\/en\/2016\/02\/24\/straight-outta-maisons-alfort-xavier-niel\/\">Xavier Niel<\/a> or Jeff Bezos, heroes of disruption.<\/p>\n<h4>4. All this is not so new and could be an anthropological constant<\/h4>\n<div class=\"trans-verified-button-small\" dir=\"ltr\">\n<p>The notion of the disruptive hero, of the great man, of charismatic power has something archaic that triggers suspicion and skepticism in us.<\/p>\n<p>I think we must go even further in the direction of archaism to understand what is happening with the notion of inspiring mission, and embrace the quest for a\u00a0<em>grand narrative<\/em>.<\/p>\n<p>Emmanuel Macron noted in a recent interview with <em>Spiegel<\/em> the current gap in this area in Europe.<\/p>\n<p>The challenge is clear: let us boldly engage with it!<\/p>\n<\/div>\n<h4 class=\"trans-verified-button-small\" dir=\"ltr\">5. Next step<\/h4>\n<div class=\"trans-verified-button-small\" dir=\"ltr\">\n<p>I think it would be good to draw a parallel between companies and military organizations, because in this area also profound changes take place. The evolution of military doctrines could be of the greatest interest for the study of open organizations.<\/p>\n<p>This path could hold some surprises!<\/p>\n<\/div>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;3.14&#8243; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; background_size=&#8221;initial&#8221; global_module=&#8221;7929&#8243;][et_pb_column type=&#8221;4_4&#8243;][et_pb_post_nav global_parent=&#8221;7929&#8243; _builder_version=&#8221;3.14&#8243; in_same_term=&#8221;on&#8221; background_color=&#8221;#3d59a1&#8243; title_font=&#8221;|800|||||||&#8221; title_text_color=&#8221;#ffffff&#8221; title_font_size=&#8221;16px&#8221; custom_padding=&#8221;10px|10px|10px|10px&#8221; border_color_all=&#8221;#3d59a1&#8243; border_width_all=&#8221;2px&#8221; border_radii=&#8221;on|4px|4px|4px|4px&#8221; \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"<p>In this article, Albert Meige, founder and CEO of Presans deepens the examination of the notion of inspiring mission.<\/p>\n","protected":false},"author":2,"featured_media":6702,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<pre>En bref :\n > Ce qui se joue au c\u0153ur de la disruption digitale est l'\u00e9mergence des organisations ouvertes.\n > Les missions inspirantes jouent un r\u00f4le crucial de coordination et d'engagement au sein des organisations ouvertes.\n > Dans cet article, Albert Meige approfondit l'examen de la notion de mission inspirante.<\/pre><h4>Introduction<\/h4><p>L'un des aspects cruciaux des organisations ouvertes est la pr\u00e9sence d'une mission inspirante. C'est cette notion que je voudrais d\u00e9velopper aujourd'hui.<\/p><p>https:\/\/open-organization.com\/fr\/2017\/12\/05\/francais-towards-open-organizations\/<\/p><p>Mon intuition du r\u00f4le jou\u00e9 par les missions inspirantes est elle-m\u00eame inspir\u00e9e par les travaux de Simon Sinek et sa fameuse injonction : <em>Start with Why?<\/em> L'id\u00e9e d'un massive transformational purpose inh\u00e9rent aux organisations exponentielles a \u00e9galement stimul\u00e9 ma r\u00e9flexion sur ce th\u00e8me.<\/p><p>Je note par ailleurs la convergence des r\u00e9flexions qui ont lieu autour de moi sur ce point, aussi bien chez <a href=\"https:\/\/open-organization.com\/fr\/2017\/02\/01\/francais-entretien-avec-pierre-gohar-directeur-de-linnovation-a-luniversite-paris-saclay\/\">Pierre Gohar<\/a>, <a href=\"https:\/\/open-organization.com\/fr\/tag\/emmanuelle-duez\/\">Emmanuelle Duez<\/a>, <a href=\"https:\/\/open-organization.com\/fr\/2017\/03\/06\/francais-des-plateformes-et-du-sens-jeremy-lamri\/\">J\u00e9r\u00e9my Lamri<\/a>, <a href=\"https:\/\/www.hbrfrance.fr\/chroniques-experts\/2017\/12\/18215-trois-leviers-favoriser-louverture-organisations\/\">Patrick Koller<\/a>, <a href=\"https:\/\/open-organization.com\/en\/2016\/06\/25\/emmanuel-faber-find-your-little-brother\/\">Emmanuel Faber<\/a> ou encore <a href=\"https:\/\/open-organization.com\/fr\/2017\/03\/29\/francais-entretien-avec-arnaud-devigne-emmanuel-macron-est-il-un-talent-transformationnel\/\">Emmanuel Macron<\/a>.<\/p><p>L'exemple que je garde \u00e0 l'esprit est celui de Tesla, dont la mission d\u00e9clar\u00e9e est d'acc\u00e9l\u00e9rer la transition vers un monde \u00e9nerg\u00e9tiquement durable.<\/p><p>Je partirais maintenant de ce que je per\u00e7ois \u00eatre deux probl\u00e8mes auxquels toute organisation doit faire face, l'un ancien et permanent, l'autre peut-\u00eatre plus r\u00e9cent dans son acuit\u00e9 :<\/p><ul><li>Coordonner des groupes d'individus<\/li><li>La recherche de sens.<\/li><\/ul><h4>1. Comment faire avancer 1000 personnes dans la m\u00eame direction?<\/h4><p>Toute organisation doit disposer de principes de coordination pour pouvoir fonctionner, et ce fait ne date pas d'hier. C'est le cas notamment pour une arm\u00e9e. Il semble bien que les conceptions modernes de l'organisation soient issues du domaine militaire.<\/p><p>Les principes de coordination d'un groupe sont multiples mais peuvent \u00eatre regroup\u00e9es en deux grandes classes : la coordination par un pouvoir, la coordination par un libre accord.<\/p><p>Le sociologue Max Weber distinguait en particulier trois formes de pouvoir :<\/p><ul><li>traditionnel : Le pouvoir est fond\u00e9 sur des r\u00e8gles transmises de g\u00e9n\u00e9ration en g\u00e9n\u00e9ration, dont la fonction syst\u00e9mique n'est pas explicit\u00e9e et dont l'\u00e9volution tend \u00e0 \u00eatre lente.<\/li><li>charismatique : Le pouvoir est fond\u00e9 sur l'autorit\u00e9 personnelle d'un chef, dot\u00e9 de charisme. La source de ce charisme est variable.<\/li><li>bureaucratique : Le pouvoir est fond\u00e9 sur des r\u00e8gles con\u00e7ues rationnellement en vue d'un but syst\u00e9mique explicite. L'\u00e9volution de ces r\u00e8gles peut \u00eatre rapide.<\/li><\/ul><p>Le libre accord peut prendre la forme de contrats et de transactions marchandes, typiquement encadr\u00e9es par des r\u00e8gles dont le respect est bas\u00e9 sur une combinaison de confiance et de puissance coercitive.<\/p><h4>2. La recherche de sens contre la taylorisation de l'absurde<\/h4><p>Les interrogations sur les \"jobs \u00e0 la con\" (\"bullshit jobs\") prolif\u00e8rent en ce moment. Un sentiment angoissant d'absurdit\u00e9 se r\u00e9pand dans le monde du travail, soit que le travail paraisse intrins\u00e8quement vain, soit que l'impact positif du travail soit impossible \u00e0 percevoir.<\/p><p>Pour contrer cette angoisse, deux solutions semblent se pr\u00e9senter :<\/p><ul><li>Combiner un travail plus ou moins absurde avec des engagements \u00e0 impact visible, en mettant ses comp\u00e9tences au service de nobles causes.<\/li><li>Trouver un travail dont l'impact positif est explicitement formulable et perceptible. Les m\u00e9decins, les enseignants ou les soldats sont par exemple moins expos\u00e9s au sentiment d'absurdit\u00e9 de leur travail, pour ne pas dire pas du tout.<\/li><\/ul><h4>3. Fonctions de la mission inspirante dans les organisations ouvertes<\/h4><p>La coordination r\u00e9alis\u00e9e par les organisations ouvertes couvre au minimum un domaine comprenant \u00e0 la fois des collaborateurs internes et externes, cette derni\u00e8re cat\u00e9gorie \u00e9tant elle-m\u00eame tr\u00e8s h\u00e9t\u00e9rog\u00e8ne.<\/p><p>La mission inspirante fait partie de l'interface organisationnelle qui permet de coordonner cet ensemble d'individus autour d'un but :<\/p><ul><li>Le but donne sens aux t\u00e2ches, aux fonctions, et aux projets de chacun.<\/li><li>La conscience du but favorise la coordination en orientant la compr\u00e9hension et le jugement des individus, ce qui leur permet de trancher et de prendre des initiatives utiles et n\u00e9cessaires plus facilement.<\/li><li>La participation \u00e0 la mission engendre une appartenance ou un degr\u00e9 d'appartenance \u00e0 l'organisation ouverte, et donc la reconnaissance d'un statut ou d'une position dans l'organisation et la soci\u00e9t\u00e9 en g\u00e9n\u00e9ral.<\/li><\/ul><p>Dans le cas de Tesla, la priorit\u00e9 de la transition \u00e9nerg\u00e9tique est elle-m\u00eame issue d'un vaste processus de mise \u00e0 l'agenda des \u00e9nergies durables. Ce processus a lieu dans un cadre politico-social qui englobe les entreprises, mais sur lequel elles cherchent \u00e9galement \u00e0 exercer une influence.<\/p><p>On pourrait penser que l'organisation ouverte tend vers la d\u00e9centralisation. Je pense qu'il faut nuancer cette impression. Le r\u00f4le des individus charismatiques ne dispara\u00eet pas avec l'ouverture. Il se combine avec une mission inspirante : c'est notamment le cas chez <a href=\"https:\/\/open-organization.com\/en\/tag\/steve-jobs\/\">Steve Jobs<\/a>, <a href=\"https:\/\/open-organization.com\/en\/2016\/08\/31\/think-really-big-elon-musk\/\">Elon Musk<\/a>, <a href=\"https:\/\/open-organization.com\/en\/2016\/02\/24\/straight-outta-maisons-alfort-xavier-niel\/\">Xavier Niel<\/a> ou encore <a href=\"https:\/\/open-organization.com\/fr\/2017\/07\/04\/francais-des-livres-et-des-fusees-jeff-bezos\/\">Jeff Bezos<\/a>, ces h\u00e9ros de la disruption.<\/p><h4>4. Tout cela n'est pas si nouveau et pourrait relever d'une constante anthropologique<\/h4><p>La notion de h\u00e9ros de la disruption, de grand homme, de pouvoir charismatique a quelque chose d'archa\u00efque qui d\u00e9clenche en nous le soup\u00e7on et le scepticisme.<\/p><p>Je pense qu'il faut aller encore plus loin dans l'archa\u00efsme pour comprendre ce qui se passe avec la notion de mission inspirante, qui tend par elle-m\u00eame vers l'id\u00e9e d'un <em>grand r\u00e9cit<\/em>.<\/p><p>Emmanuel Macron notait dans un entretien accord\u00e9 r\u00e9cemment au <em>Spiegel<\/em> la lacune actuelle dans ce domaine en Europe.<\/p><p>Le d\u00e9fi est clair : soyons intr\u00e9pides!<\/p><h4>5. Prochaine \u00e9tape<\/h4><p>Je pense qu'il serait bon de creuser le parall\u00e8le entre entreprises et organisations militaires, car dans ce domaine aussi ont lieu des transformations profondes. L'\u00e9volution des doctrines militaires pourrait \u00eatre du plus grand int\u00e9r\u00eat pour l'\u00e9tude des organisations ouvertes.<\/p><p>Une piste qui pourrait r\u00e9server des surprises!<\/p><pre>Pour aller plus loin : D\u00e9couvrez Presans Explore, et <a href=\"mailto:contact@presans.com\">contactez-nous<\/a> pour explorer et construire les organisations de demain.<\/pre><p>\u00a0<\/p><p>\u00a0<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2],"tags":[888,1084,1124,1239],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/5188"}],"collection":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/comments?post=5188"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/5188\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/6702"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=5188"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=5188"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=5188"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}