| Our management approach proceeds directly from | | | | targets. To succeed, the organization needs a real |
| our thinking pattern. And, our thinking pattern has | | | | mission control like the one from NASA. Remember, |
| remained unchanged for over twenty-five hundred | | | | perception is different to everyone. Every member |
| years. The traditional thought which is still animating | | | | of the organization has its own perception and |
| us today is turned towards the past and is | | | | understanding of that mission. It is important that |
| characterized by a mechanical vision of things and | | | | they all interpret it in the same way. The organization |
| events. We have adopted an analytic rational world | | | | meaning is expressed mainly through its mission |
| of discovery where it seems essential to find the | | | | statement. The mission statement is what gives a |
| absolute truth before we do anything. It is also a | | | | sense for the organization to be there. |
| world of domination where excessive | | | | GET YOUR MISSION KNOWN BY ALL MEMBERS: |
| competitiveness is shadowing the cooperation so | | | | THEY ARE THE ONES THAT CAN MAKE YOUR |
| essential to our personal and corporative successes | | | | MISSION BECOME A REALITY. |
| and where judgments leave no room to exploration. | | | | B) Culture Management |
| Slowly, our traditional thought has confined us within | | | | The culture comes as a result of a strong identity, a |
| hierarchical structures inducing internal competition | | | | set of values shared by the majority and a particular |
| which tends to control persons rather than results. | | | | way of doing things which characterizes the |
| Finally, this materialistic approach has substantially | | | | organization. And having a strong culture is essential |
| reduced the impact of the vital and immaterial forces | | | | to the success of the organization. It is what makes |
| at the origin of our thoughts and lives. As a result, | | | | every member go in the same direction. In a world |
| most organizations are considered as "things" and | | | | of objectivity where it is believed that there is one |
| their cells - the humans - are also treated as "things". | | | | reality for all, we do not see the necessity for |
| But, the 5E - Effectiveness, Efficiency, Economy, | | | | adopting a process identified as "Culture |
| Ethic and Environment - are the result of complex | | | | Management". We believe that the culture can easily |
| living systems, not "things". | | | | be imposed from the top down to all levels of the |
| Our traditional management model is about to change. | | | | organization without any special effort. But, we now |
| Microbiology and Quantum Physics have completely | | | | know that we are not living in an objective world; |
| changed our vision of reality. Microbiology now tells us | | | | rather, we belong to a subjective world where |
| that survival of the fittest is not the result of | | | | everyone forges his own reality. Perception is unique |
| competition but that of cooperation. Quantum | | | | to each observer: it is through perception that |
| Physics made us realize that objectivity is a mirage | | | | individuals create their own reality. It depends on |
| and that analysis is no longer an appropriate tool to | | | | what the observer is interested in. It can also vary |
| understand complex systems. Quantum Physics and | | | | substantially from time to time for any given |
| Microbiology also made us realize that the networking | | | | observer or between different observers depending |
| immaterial interrelations between the particles, atoms, | | | | on the emotions of the moment and on the time |
| molecules, cells and organs are playing a more | | | | invested to the act of observation and process in |
| strategic role than the material components | | | | use: Stereotyping VS True cognition. So, perception |
| themselves. We now know that we belong to a | | | | and culture are interrelated forces that need to be |
| none deterministic world of possibilities where each | | | | managed. |
| person has the power to create its own future. And, | | | | CULTURE IS WHAT WILL MAKE YOUR PEOPLE GO |
| surprisingly, the way to fashion that future is simple | | | | IN THE SAME DIRECTION: IT NEEDS TO BE |
| and accessible to all; it consists in using, as positively | | | | MANAGED. |
| as possible, the set of vital forces and processes at | | | | C) Creativity Empowerment |
| the origin of thought and life. | | | | Members must be invited to develop their creativity |
| Surprisingly, the new sciences have allowed us to | | | | and to put it to the service of the organization. |
| realize that human organizations are living organisms | | | | "Imagination is more important than knowledge" said |
| having humans as cells and that the forces and | | | | Einstein. "Imagination rules the world" said Napoleon |
| processes that give them life are the same as those | | | | Bonaparte. Life is mostly about creation. Living |
| governing our own lives. And, everyone knows that | | | | organisms innovate all the time. Not only does it allow |
| nothing can perform any better than a living | | | | them to survive but to create new species better |
| organism. | | | | adapted to the environment. Could humans pretend |
| It becomes urgent that we recognize these facts | | | | to be alive and not be creative? To copy on others |
| and that we start treating human organizations as | | | | is not sufficient. In a fast changing world, those who |
| authentic living organisms; the only way for our | | | | are not imaginative and creative enough may not |
| organizations to reach the level of effectiveness, | | | | survive for a very long time. Creativity is certainly |
| efficiency, economy, ethic and respect of the | | | | one of the most important elements of life because |
| environment that our world so badly needs. | | | | it is the one that helps us most to fashion our future. |
| In a world of subjectivity and possibilities such as the | | | | It is, in fact, one of the most powerful survival tools |
| one proposed by Quantum Physics, there is a need | | | | that exist. |
| for an important change of paradigm. We need to | | | | COLLECTIVE CREATIVITY IS WHAT WILL HELP |
| adopt a well balanced and comprehensive thinking | | | | MOST YOUR ORGANIZATION TO STAY ALIVE. |
| process. Our thinking patterns must be structured to | | | | 3.- A WORLD OF POSSIBILITIES |
| equally handle all of the opposite forces and | | | | Our constant search for certainties comes from our |
| processes involved: past and future, analysis and | | | | belief in objectivity. In a world of "things", we believe |
| systematization, fragmentation and wholeness, | | | | that there is a truth out there and that it is not |
| certainty and possibility, judgment and exploration, | | | | possible for us to take action on anything until we |
| discovery and creativity, description and action, | | | | find that truth. When we do a study, we invest most |
| competition and cooperation, domination and | | | | of our energies in finding the truth through analysis/ |
| partnership, stability and change, hierarchy and | | | | description/ judgment and put minimal efforts if any, |
| networking, a reality issued from different | | | | to look at the possibilities for the future through an |
| perceptions. Quality management can only be | | | | exploration/ creativity/ design approach. But, we do |
| obtained through a thinking pattern that is rational | | | | not belong to an objective dead world, we pertain to |
| and intuitive, foreseeable and prospective, secure and | | | | a living world of subjectivity where possibilities |
| evolutionary. In addition to the traditional thought | | | | abounds. We belong to a world of possibilities where |
| characterized by rationality, prediction and security, a | | | | appropriate actions can only come though realistic |
| comprehensive thought must integrate the intuitive, | | | | expectations, intelligent emotional feedback and |
| prospective and evolutionary elements. And | | | | spontaneous adaptations. |
| surprisingly, our Mother Nature has already invented a | | | | A) Expectation Management |
| system which integrates all those characteristics: it is | | | | Expectation Management is the process that initiates |
| known as the psychosomatic network. | | | | the exploration of new possibilities. It is through the |
| Men psychosomatic network with its immune, | | | | Expectation Management process that new realities |
| nervous and endocrine systems could become the | | | | will eventually emerge for better or for worse, that |
| ultimate management model of human organizations. | | | | new frontiers will be discovered and that a new |
| Such a model inspired by Mother Nature would | | | | future will be created by the participants in presence. |
| inevitably take the organizations out an artificial world | | | | Complex living systems like humans who are |
| of "things" to let them into a living world of | | | | conscious of the time dimension, nourish dreams and |
| participation, information and possibilities. | | | | have visions and goals for their own future. |
| 1.- A WORLD OF PARTICIPATION | | | | Expectations from others upon them are just as |
| We belong to a living world of participation | | | | important as their own expectations: the two are |
| characterized by interrelations, cooperation and | | | | intimately interlinked. These bi-directional expectations |
| networking communications. A world where integrity, | | | | can reveal themselves as very fruitful or deadly |
| empowerment and commitment of the members are | | | | depending on their degree of attainability. |
| so powerful that the organizations respecting those | | | | Expectations which are met most of the time will |
| values see themselves carried to the highest | | | | ensure survival and bring satisfaction, health and |
| summits. | | | | growth. Conversely, continuous unrealistic |
| A) Personal Interrelations | | | | expectations may lead slowly but surely to chronic |
| The nature and quality of the personal relations that | | | | stress, distress and disease. |
| we build over time is what can help us most to | | | | REALISTIC COLLECTIVE EXPECTATION IS WHAT |
| shape our future and guarantee our success. The | | | | WILL FUEL YOUR ORGANIZATION TOWARDS A |
| relations between the particles or between the cells | | | | BETTER FUTURE. |
| are more important than the particles or the cells | | | | B) Risk Management |
| themselves. | | | | We unfortunately consider our Inner worlds as |
| QUALITY PERSONAL INTERRELATIONS WILL | | | | "things". In a world of "things", the attacks necessarily |
| ALLOW YOUR ORGANIZATION TO ACHIEVE | | | | come from outside. This is the reason why our laws |
| OUTSTANDING RESULTS: INDIVIDUALISM WILL | | | | are written to protect us from the Outer World |
| NEVER DO. | | | | almost exclusively. It is for the same reason that our |
| B) Internal Cooperation | | | | Inner Worlds - organizations, governments, societies, |
| In our traditional way of thinking, COMPETITION has | | | | countries, etc... consider only risks that come from |
| been identified as the only survival tool. And because | | | | the outside. Our Inner Worlds are not prepared to |
| we believed so, we acted as such and made it | | | | cope with risks that come from within. And most of |
| become a reality. Nowadays more and more | | | | last decades' frauds have come from within. The risk |
| scientists believe that to the contrary "Survival of the | | | | management systems that exist are not adapted to |
| fittest" is the result of COOPERATION, not | | | | the complex living world. These systems presume |
| competition. | | | | that the attacks can only come from outside. Our |
| INTERNAL COOPERATION WILL MAKE YOUR | | | | organizations need well adapted systems that can |
| ORGANIZATION ATTAIN UNRIVALLED EXTERNAL | | | | detect both Inner and Outer World attacks and |
| COMPETITION. | | | | responds to them immediately. |
| C) Networking | | | | RISK MANAGEMENT IS TO ORGANIZATIONS, |
| In a world of participation where a free flow of | | | | WHAT EMOTIONAL FEEDBACK AND IMMUNITY |
| energy and information is essential to our survival, | | | | ARE TO INDIVIDUALS. RISK MANAGEMENT IS |
| Mother Nature has chosen NETWORKING as the | | | | ESSENTIAL TO ORGANIZATIONS' SURVIVAL. |
| best communication and auto-organizational tool and | | | | C) Change Management |
| process. A vast majority of people who are scared | | | | Our current organizations are structured for stability, |
| to lose control over their peers have unfortunately | | | | not for change. When an environmental change |
| not yet recognized the extraordinary power of | | | | occurs, they are destabilized. In our fast changing |
| networking: they still think that hierarchy alone can do | | | | world, our organizations need to adapt quickly to |
| the job. | | | | new environments. The existence of the "Change |
| NETWORKING WILL FUEL YOUR ORGANIZATION | | | | Management" functionality has now become more |
| TO SUMMITS THAT HIERARCHIES COULD ONLY | | | | strategic than the "Planning" functionality. |
| MAKE YOU DREAM OF. | | | | CHANGE IS INEVITABLE: IT MUST BE MANAGED |
| 2.- A WORLD OF INFORMATION | | | | PROPERLY |
| The word INFORMATION has been defined in several | | | | Finally, Mother Nature has also found the ideal solution |
| different ways. For most people, it refers to news, | | | | to our ecological and environmental problems. |
| knowledge or facts. For others, it refers to signals, | | | | Complex living systems are already making a judicious |
| messages or data. In any case, the use of the word | | | | ecological use and economic management of their |
| information is most often linked to the material | | | | material resources. Complex living systems use |
| aspect of it. We much less often refer to the | | | | material resources exclusively as a source of energy |
| none-material or "pure energy" aspect of it. For the | | | | and information to maintain their own life and the life |
| management of organizations, we refer to the | | | | of their environment: nothing else. We can easily |
| none-material or "pure energy" aspect of it. | | | | imagine that living organizations that would have the |
| LET YOUR ORGANIZATION BENEFIT FROM A FREE | | | | same characteristics as those of complex living |
| FLOW OF ENERGY AND INFORMATION AND YOU | | | | systems would obtain the same ecological and |
| WILL OBTAIN SURPRISING RESULTS. | | | | economic results. And their cells - the humans - would |
| A) Mission control | | | | be the first to benefit from this new behaviour. |
| Most organizations have clearly stated their mission in | | | | Our will to reach the highest levels of performance |
| their last strategic plan and/or annual report and a | | | | and ethic will necessarily transport our leaders |
| majority of their executives thought that it was | | | | towards a new management model for which only |
| mission accomplished. But, the work was just starting. | | | | Mother Nature is inspirational enough. This inevitable |
| Adopting a mission statement is the easy part. Every | | | | mutation will oblige our leaders to adhere to an |
| member must believe in that mission and adhere to it. | | | | unprecedented respect of life and management |
| It is the only way for the organization to attain its | | | | rigorousness. |