Slide show

1. How a performing management
based on the laws of the living
systems can boost projects and
activitiesPARTIE
Once the story of humanity
Maison des Arts & Métiers
9bis avenue d’Iéna, Paris
26 Janvier 2009

2. Our organisations are as complex as living
systems, so are our business projects
Physical laws of the living systems to service our
economical organizations

3. The law of self-adjustment of the living systems
At the
beginning,
the hominid
gender
Chance,
Changes,
Hazard,
= a speciation
process.
Leading to the
homo sapiens
specie

4. 1. Principle of self adjustment :
To forge and cultivate a unique identity
OTHER
ECOSYSTEMS
IN
Experience
IN A SELF
Relational ADJUSTMENT
Emotional PROCESS
Learning capacity TO THEIR
MY ECOYSTEM
ENVIRONMENTS
Uses
MY ENVIRONMENT
Grammar
Syntax
Semantic
My specific identity results from the specific links I build to my environment

5. 2. Principle of interdependance of the living systems
System
1
System
System
4
2
System
3
The links and relations I share with other living systems in movement, give the
precious informations that help me strengthen my identity

6. 3. Principle of diversity
To produce richness and innovation

7. Are our orgonizations combined to cope
with changes ?
The dominance of wishful thinking

8. A project is a living system
« A human adventure ! »
Men : emotions, knowledge, experiences
Changes and chances
Big challenges : imagination, creativity

9. What management for this adventure?
The principle of the saint trinity « Time Quality Costs »
A natural goal !
But a wishful thinking, that doesn’t say how !
THE PRINCIPLE IS PERVERTED BY WHAT POEPLE MAKE OF IT :
VERTICALIZATION, INTERMEDIATION, PARTINIONING
Tyranny and manipulation …
Aggressive disinformation…
Broken solidarity of teams
Desynchronization of tasks
Inoperative Management …

10. The over bill for this wishful thinking
An autistic organization
Loss of knowledge,loss of the ability to learn from, and to transmit
An incapacity to capture returns of experiences
A considerable loss of energy to catch up with failures and to justify
A partition of operations inside the project unlinked to the final goal
Isolation of actors in attributed roles
Desynchronization of operations
Loss of audacity, poorness of creativity, incapacity to transform
The goal disappears behind the effort of permanent justification

11. Do our organizations respect the laws
of the living systems ?
Self adjustment
Interdependance
Diversity

12. SOME OF THE LESSONS OF E. DEMING
Objectives focused on means
Pay attention to feed backs, to cope with changes
Drive out fear, then people just have to be efficient
If you manage by permanent competition between your own
teams, people will learn to be good killers. Does that help
your customers ? Does it serve your learning curve ?
Eliminate exhortations, incantations ! “ be creative !”
Just make room to make it happen
Remove barriers to pride of workmanship
Finish with selection by costs
Embody change through your inter personal relationships.

13. A FRUITFUL PROCESS WILL FOLLOW THE PRINCIPLE
OF SELF ADJUSTMENT
Creates experience and integrates it
Captures the returns of experiences
Transforms it into added value to the customer
Manages knowledge
Makes learning accessible and simple to all
Capitalizes on stable employees to accelerate experience in
changes, rather than use turn over as step to innovation !

14. A FRUITFUL PROCESS WILL RESPECT THE
PRINCIPLE OF INTERDEPENDANCE
A permanent journey to self improvement
Integrate uses of the customers to the quality of service
Creates a strong emotional user experience
Makes the link between emotion and experience

15. A FRUITFUL PROCESS WILL RESPECT THE
PRINCIPLE OF DIVERSITY
Encourages expressions of individualities and takes it for
richness
Generates opportunities
Integrate in a recursive curve the result of a product to
produces others and other services
Makes room to allow innovation

16. PERFORMANCE
Is not linear
The exact opposite of an automated, mechanized process
Is not quantifiable
Is unique
Is proper to the finality of each living system
Is always collective….
So is rugby
So is the instrumental composition
…It’s measure, is collective, too.

17. CHANGE MANAGEMENT COMBINES A SYSTEMIC APPROACH OF THE
DIFFERENT FACTORS BELOW :
Transverse
Quality of
processes
access to
Solidarity of
information
management
to the project,
to the efforts Finality
Adaptation of
the approach
to the uses
Communication
Crossed and
updated
Active
informations
participation
of all stake
holders
This approach lies on durable fundaments, and can be declined to any project