According to Argyris (Harvard), taken by Senge (MIT) and a foreword and afterword by Ramantsoa (director DHEC) and Moingeon (director DHEC Management) in its "Knowledge for Action", individuals and organizations are caratérisés by "defensive routines" links with double [the "endless games" and "still more of the same thing" in Palo Alto lEcole].
These behaviors have been updated in the origin family therapies where they saccompagnent parade rites (Schleffen). Fustec and Fradin ("neuronal The company") labeled by LAPM, Goleman, Boyatzis and McKee ("emotional work Lintelligence" with the investigation dynamic P246), validated by 10 years danalyses statistics at the Weatherhead School of Management in Cleveland, this neck lift détranglement.
The real irresistible tool will be the "appreciative inquiry" celebration of the epic ("storytelling" Denning) of "best of" from each, based on linterview of all by all ("360" positivant) on successes each, dhuile stain process type or avalanche cataract without backtracking. Lappreciative inquiry will spread along the lines of TWI (Robinson and Stern "creative The company" p 93-100): 4 people in the USA, then 10, then 200, then 12,000, then 1 million and 12 million
References to get out of the negative routines, "endless games" of "always more of the same thing" (see Palo Alto school) are:
"The internal dynamics of the work The role of the mind," Timothy Gallwey on linvention of coaching tennis team dHarvard
"Systemic and business" by Jacques-Antoine Malarewicz on the implementation of coaching in a group of people dedicated to action.
"How to be a star at work" Robert E.KELLEY on invention of human performance group with a simple repair on posts (promoted to Bell Labs in New Jersey and its annexes Chicago and Columbus, for his human performance ) and the analysis of the scientific process
"Going against the current" Ricardo SEMLER on the comprehensive implementation of the subsidiarity principle (the same experience occurred in Mantes with an X, Martin, in the same type of business of marine engines).
"The end of management" Thomas PIZDEK, specialist in quality resulting from the principle of subsidiarity.
"Out of control" Kevin Kelly on auto-organization as a source dordre in complex systems
For Kauffman of the Santa Fe Institute ("The complexity, dizziness and promises" Benkirane p 208), in biology, there are two sources dordre: natural selection and auto-organization. It is loptimum between rigidity and chaos, attractor limit on a point where a system stabilizes itself. For Walrop, chaos threshold is the spontaneous emergence favorable place in the adaptation and lépanouissement of a complex system.
The sum "Freedom & Cie When the freedom of employees makes the happiness of companies" of Isaac GETZ and Brian M.CARNEY concludes and confirms the achievements of SEMCO, lopen of source, coaching and lappreciative inquiry. "The link between freedom of employees and the results of the company is not a coincidence IF WE ACHIEVE ADDED TO EXPLOIT THE KNOW DUN NUMBER MOST IMPORTANT PEOPLE, WE CAN EVEN NEN displease WEBER, PROGRESSING WELL FASTER THAN THE BUREAUCRACY NEN IS ABLE. AND AS THE WORLD AROUND US, WE AND OUR COMPANY, EVOLVED MUCH FASTER THAN THE TIME OF WEBER, THE ONLY WAY OUT IS THIS DEXPLOITER LEAVE THOSE WHO POSSESS THE ACTION BASED what they KNOW WHEN HE SHOULD IMMEDIATELY NOW - WITHOUT HAVING TO WAIT the approval DUN HIGHER "" Freedom & Cie "page 360.
Reminder: in crowd sourcing has been resolved in a few weeks (by a non-biologist), the unfolding of proteins on which biologists blocked for years.
