Institut indépendant de systémique des organisations

Groupe d'Intervention et de Recherche en Organisation des Systèmes

De la nécessité du désordre en démocratie

Colloque S&O - Ittre (Belgique) 2016

Auteur : Claude Lambert

Résumé : 

Dans cet article, je propose de m’appuyer sur une évaluation de dysfonctionnement démocratique partagée par de nombreux citoyens. Pour ce faire, je propose d’appliquer la conjecture de Heinz Von Foerster à la société contemporaine. La conjecture de von Foerster décrit le rapport de causalité circulaire entre une totalité (par exemple, une collectivité humaine) et ses éléments (les individus qui la composent). Elle établit que plus les relations inter-individuelles sont "rigides" plus le comportement de la totalité apparaîtra aux éléments individuels qui la composent comme doté d'une dynamique propre qui échappe à leur maîtrise alors qu'elle sera d'autant plus prédictible par un observateur extérieur.

Lire la suite : De la nécessité du désordre en démocratie

La démocratie au XXIeme siècle : Leurre, mythe ou réalité ?

Colloque S&O - Ittre (Belgique) 2016

Auteure : Andrée Piecq 

Résumé :

Cet article est une tentative de soumettre la démocratie occidentale a une radiographie systémique à partir d’élément d’observation de la démocratie Athénienne jusqu’à la démocratie aujourd’hui. Cette tentative part de l’analyse des contextes, des membres, des différents type de démocratie pour élaborer des hypothèses au niveau des règles mythiques et des mythes . La conclusion tentera de répondre à la question : la démocratie au XXIe siècle est elle un leurre, un mythe ou une réalité ?

Organizational resilience: a resource for the future

Congrès EMCSR (Autriche) - 2016

Auteur : Guy Koninckx

The concept of organizational resilience

In common language, resilience refers to the "rebound, the ability to bounce back." Taken in this sense, resilience goes back to the dawn of time. It is part of the history of humanity. Regarding the concept, it falls within physics. Range of factors and relations between them are involved to talk about resilience in physics. Over time transpositions were made from physics to other disciplines. Wherever Boris Cyrulnik addresses resilience at individual level other researchers are questioning about the "bounces" at organizational level.

And, during the first decade of this century, appears the concept of organizational resilience. It concerns how to run organizations. Where some lead to resource exhaustion, others lead to the emergence of resources, even unexplored. By analogy let us say that the first are like anthropophagous behaviors and the second to anthropogenic behaviors. Without counting those sailing between both. Faced with the same event, different scenarios of rebounds can be observed.

Lire la suite : Organizational resilience: a resource for the future 

With Ch. S. Peirce, a pragmatic approach to situations experienced in teams.

Congrès EMCSR - Vienne (Autriche) 2016

Auteur : Claude Lambert

Abstract: 

Extended abstract

The hypothesis

The hypothesis that defends this contribution is to propose to enlighten the manager roles in his relationship with his team, based on the philosophy of C. S. Peirce. More specifically, the aim is to provide a team approach through a semiotic and triadic analysis. This analysis claims to allow the observer-actor in situation to orient oneself in his choices, his observations, analysis of situations, actions to be undertaken, the managements tools to deploy, and to ease the interpretation of common management theories.

Lire la suite : With Ch. S. Peirce, a pragmatic approach to situations experienced in teams.

And if the burnout was a symptom of our societies?

Congrès EMCSR - Vienne (Autriche) 2016

Auteure : Andrée Piecq 

Abstract :

Generally the burnout is studied by considering the symptoms of physical and mental suffering of workers. The observation, the systemic analysis of the organizations show that in certain conditions, their members’ burnout is a symptom of dysfunction of the organization.

The purpose of this reflection is to examine it in the perspective of logic levels (macro-meso-micro) used in the   "Giroscope" model.

  1. The micro level studies the behavioral symptoms of member of the organizations. Some examples are: physical and mental exhaustion, depressiveness, loss of enthusiasm, devaluation of their work, of their effectiveness, loss of patience, loss of concentration, family neglect, cynicism.....
  2. The meso level: the behavior of members leads to make assumptions about its functioning. It conduct to analyze the structure and the functioning of the organization.  Those analysis are necessary to make the assumption of the burnout. This structure is “inoperational”, to become “operational” it must change. Being "operational" indicates to have made a change. The strategy to be used is the “mutation”.
  3. The macro level: hypothesis about the structure of our society.

 

Lire la suite : And if the burnout was a symptom of our societies?

Impact of globalization in the socio-cultural sphere: Towards a new paradigm?

Congrès EMCSR - Vienne (Autriche) 2016

Auteure : Mariella Zara

Abstract :

The most marked difference between the globalization of the past and today resides in the visibility and speed.

 The extension of the media across the globe has made this visible interaction while in the past, unfolded as idle and often far from eyes.

At the economic level, the term 'globalisation' is described as a "phenomenon that tends to increase the interdependence of the economies in a global market system.  "It affects any of the real sphere of the economy, the financial sphere. It is therefore the fact that the national markets for goods, services, capital and production are interrelated.  There is internationalization"

Often defined along these two dimensions (economic and financial), globalization includes also two other pillars, non-negligible, the social and cultural sphere. 

Therefore, we complete this definition by saying 'it is a more general process as economic globalization that it includes, characterized by the multiplication, the acceleration and intensification of economic, social, cultural and political interactions between stakeholders in various parts of the world who participate'.

In other words, the context of globalization imprisons the structure of the “ socio-cultural sphere?” 

Lire la suite : Impact of globalization in the socio-cultural sphere: Towards a new paradigm?

Isomorphisme entre demandeurs et services d’aide

Congrès UES - Valence 2014

Auteure : Mariella Zara

Abstract :

Au quotidien, nous observons l’impact de la mondialisation (la libre circulation des personnes,
des biens, des idées, des institutions ) tant sur les systèmes « groupes familiaux » que
sur les systèmes « services d’aide ». Les professionnels de ces services (centre de Planning,
d’accueil d’urgence, de santé mentale, d’aide sociale et financière ) sont de plus en plus confrontés
à des problématiques d’éclatements familiaux, de burn-out, de précarité sociale, de
perte d’emploi, de perte de repères dans leur rôle parental Nous considérons, sur le plan
systémique, ces problématiques comme le symptômes d’un mal-être de la sécurité interne
des groupes familiaux. « C’est comme si » la mondialisation accélérait, augmentait les interactions
et rompait les états d’équilibres. Solutionner les symptômes doit se faire immédiatement.
« C’est comme si » le contexte de mondialisation emprisonnait les structures internes des
systèmes « groupes familiaux » et « services d’aides »
Le but de ce travail est de démontrer que structure des « demandeurs » (membres) et des
services d’aide, inscrit dans le contexte de la mondialisation, sont isomorphes.


Mots-clés: structure, sécurité interne, services d’aide

The project : how to deal with coherence and incoherence

Congrès UES - Octobre 2014

Auteurs : Andrée Piecq / Claude Lambert

 

Abstract
The project fits logically into an out of balance. From a systemic point of view, the project proposed to move structure of the system towards another structural form of the system. A change in structure of the system is called a mutation and it seems as an incoherence. In contrast, if the structure is not changed, but only the observed elements are changed, this modification is called arrangement. It operates within the system as a return to balance without changing structure and it seems coherent.
If a new structure emerges when the project is complete, the emergence of its final form appears with a lot of unpredictability, uncertainty.
The project is endangering the balance of the system, which could seem inconsistent. From this imbalance will emerge a totality whose purpose will take shape.
The project is a shock that will produce a structural bifurcation. A linear analysis of the evolution of the project is often illusory.
To give coherence it is necessary to cross the levels of reality and prepare for approach steering.
The organization is a complex system and its change is considered as a meta-system that requires a meta-structure. That is to say,it must reach a meta-finality.

Keywords: project, emergence, uncertainty, incoherence, coherence, meta system, meta structure


 

Dynamics of resiliency in human systems - Key factors and key players

Congrès UES - Octobre 2014

Auteur : Guy Koninckx


Abstract :

For an operative organization, certain prerequisites must be met. Presence of resilience capabilities and an enabling environment does not provide a sufficient context for the emergence of resilience. Dynamics of organizational resiliency’s process are multiple. Considering resilience as " a person’s or group’s ability to project himself into the future despite destabilizing events, conditions of tough life, sometimes severe trauma" underlines the importance of individual and of environment in which they evolve. The couple “individual – environment” can be observed at the micro, meso and macro level. It is the same for organizational resilience.
Resilience can be seen in different forms: as a capacity for resistance, reconstruction or innovation. The resiliency’s process it built into time. It allows to extract elements of a collection of events, and connect these to emergence of sense. The basic tool is the link. These dynamic is similar to the development of sense at individual and collective level. The process is performed by an actor, "a resiliency tutor”and / or stakeholder’s group. Exercised in many ways it is assigned to somebody, or somebody appropriates this role. However it can be exercised unintentionally. Anyway, just like first mentioned, they are link’s weavers and bearers of meaning. They play a key role in organizations dealing with destabilizing events. It belongs to the organization to take the initiative to introduce a dynamic of "resilience". This role may also be provided by a service, a group of people, or a resilience cell. Let us not forget that members can find an internal support and / or external support to the organization.

Key words: organizational resilience, key players, resiliency tutor, key factors, toxic handler.


 

Organizational resilience a new paradigm for the knowledge society

Séminaire UES - Charleroi - 2013

Auteur : Guy Koninckx

Abstract : Our organizations operate in an environment of turbulence and crises. Loss of marks and sense constitutes part of everyday life for our organizations. Furthermore, it should be noted that in recent decades social security systems covering many areas have been established. Currently uncertainty becomes a certainty.
How to bounce back in such circumstances? What happens to the paradigms that underlie the functioning of organizations? Which functions do they play? Which paradigms are mediated by resilience? What is the added value of resilience? Which perspectives for the future?


 

An essay of a systemic reading that can support a paradigm shift

Séminaire UES - Charleroi - 2013

Auteur : Andrée Piecq, Claude Lambert

Abstract : The observation of the functioning of an organization is a complex act. Observation without evaluation of a single fact, except being in a solipsistic approach, can be seen as a relatively simple operation that allows a median intersubjective agreement. By cons, when the mission is to report on the operation of a phenomenon that should lead to an assessment, we are in the presence of tensions. This evaluation will implement abstractions needed for representation of the operation of a phenomenon. These abstractions make use of concepts whose meaning can only be understood in relation to its opposite: cold - hot, open - closed, operating - non-operating. Common sense tells us that the assessment is not a matter of choice between one of the words but need a gradation. Based on this observation many times repeated by others before us, we are led to revisit our systems approach. It appears obvious to us that the approach to the identification of entities that are connected subsequently to form a coherent whole is not sufficient. We must adopt an approach whose foundation may account for the processes, movements and tensions. Our study focused under the light of the field theory. This brings us in the heart of a paradox: continuousdiscrete. The same paradox has stimulated research in quantum field using particle and wave relation.


 

Organizational Resilience: A Crisis Response?

Congrès EMCSR - Vienne 2012

Auteur : Guy Koninckx

Abstract: Currently, organizations evolve more and more in a context of turbulences and shocks. The capacity to bounce back in these situations concerns resilience. Most of the time, it is evoked in trajectories of personal life. We start from the assumption that resiliency also fits in organizational contexts. How to manage turbulences and destabilizing events is the challenge. New organizational designs relay the current ones and new paradigms will emerge.

Keywords: Crisis, types of resiliencies, individual identity, organizational identity, toxic handler, sensemaking, boucing back

A Transdisciplinarian Look on Coordination and Co - operation in Organizations

Congrès EMCSR - Vienne 2012

Auteur : Claude Lambert

Abstract: The management of the organizations includes coordination and co-operation. These two concepts have antagonisms: freedom and obligation, measurement and not-measurement, …. Based on anthropological and sociological studies of Bronislav Malinowski and Marcel Mauss we can distinguish two networks from separate exchanges. A network functions on the basis of circuit of the commercial type the other based on the ceremonial gift. This distinction makes it possible to highlight an overlap of loops functioning on apparently irreconcilable different criteria. While basing itself on the antagonistic logic of Stephan Lupasco and the concept of level of reality brought by Basarab Nicolescu, we connect two levels of realities reconciled by the concept of Third-included. By supporting us on trialectic modeling, we can connect a set of concepts to work in the registers of the action, management and the attitude.

Keywords: Coordination, co-operation, antagonism, third-included

Systemic Theoretical Knowledge Applied to Pratical Action

Congrès EMCSR - Vienne 2012

Auteur : Andrée Piecq

Abstract: All Organizations met crisis. How to manage organizations in this context? Our model gives a systemic answer to the analysis of the organization’s structure with the Managing Principles of system and also with “The circular evaluation of the systems”. To accede the Managing Principles we observe the interactions of behavior and also the interaction between Managing Principles.  The Managing Principles developed strategies for change.

Keywords: context, Managing Principles, Circular Evaluation, structure, interaction

La coopération en entreprise éclairé par une lecture systémique du don cérémoniel.

Congrès UES - Bruxelles - 2011

Auteur : Claude Lambert


Résumé: Dans l’entreprise moderne les besoins en coordination et coopération sont reconnus comme essentiels. Si la coordination gagne en précision grâce aux différentes approches du management, la coopération reste souvent énigmatique et non instituable par définition. L’approche présentée est basée sur les études de Marcel Mauss, appuyées par les recherches récentes de la sociologie sur le don cérémoniel dans les peuplades primitives. L’analyse systémique de par son indépendance contextuelle, nous place au-delà de l’apparente naïveté du don symbolique. Elle donne du volume et actualise ce phénomène social au travers de ses principes directeurs. Après ce détour enrichi du regard systémique, le retour sur l’organisation moderne permet d’envisager la pertinence de cette approche par l’observation d’éventuelles configurations homomorphes à celle de l’organisation afin de comprendre et d’agir.
 
Mots clés : coopération, coordination, don, Giroscope

Le burn-out et la résilience sous la loupe de 12 principes directeurs.

Congrès UES - Bruxelles - 2011

Auteur - Andrée Piecq

Résumé : Douze principes directeurs issus de la pensée systémique permettent de comprendre le fonctionnement d’une organisation. Ils sont une totalité d’éléments en interactions les uns avec les autres qui forment la structure du système, qui ont une action réciproque. L’homme est un des éléments de l’organisation qui est plus qu’un ensemble d’entités interactives. Les «comportements» qui la sont d’un niveau d’abstraction «supérieur», (différents, plus complexes). A partir point critique, (développement de certaines interactions) apparaissent des propriétés émergentes ici : le burn-out et la résilience. Etudier la structure de permet de diagnostiquer son fonctionnement, de déterminer des stratégies d’action qui empêche l’apparition du burn-out ; qui tente de l’enrayer et qui renforce la (les) capacité(s) de résilience.

Mots clefs : contexte, finalité, frontière, rétroaction

Les trajectoires de la résilience organisationnelle face aux crises.

Congrès : UES - Bruxelles - 2011

Auteur : Guy Koninckx

Résumé: Les bouleversements qui agitent une organisation interpellent les individus et les équipes. Ils les rendent hésitants sur la conduite à tenir. Individus et équipes

sont en recherche de repères. Ce qui donne du sens devient confus. L'identité individuelle et organisationnelle est bousculée voire déconstruite. La résilience est une porte ouverte à la reconstruction de l'identité. Plusieurs formes de «rebonds» sont possibles : l'effondrement et les «résiliences». Comprendre le processus de la résilience permet de proposer la mise en place des conditions favorable à la résilience : une manière de s’atteler au futur des organisations.

Mots clés: Résilience – Crise - Identité – Rebond