L’ENTREPRISE MUE ?

tropical butterflyLe XXè siècle aura vu s’imposer la démocratie sur la scène politique, le XXIè consacrera-t-il sa suprématie dans la sphère économique ? « Démocratiser l’économie », ligne d’horizon de l’économie sociale, née au XIXè siècle, telle pourrait être la résultante, empirique, des entreprises libérées.

L’entreprise libérée… de quoi ?

Le malheur au travail se polarise entre le burn et le bore out.  Tandis que le surmenage défraie la chronique, un syndrôme plus sourd plombe les entreprises : celui de l’ennui au travail. Le désengagement concernerait en France 65% des collaborateurs (1).

Ce mal être résulterait des fonctions inutiles (2), de l’excroissance d‘un reporting consistant à remonter des dysfonctionnements et d’autres mécanismes de neutralisation dans la médiocrité. Volkswagen fait les frais d’une obstruction de sa tuyauterie informationnelle : en 2014, les ingénieurs ont laissé filer l’occasion de révéler la duperie, tétanisés qu’ils étaient par une gouvernance intraitable.

Libérer l’entreprise, aussi, afin d’y faire cesser la mascarade de l’ego, de challenger le royaume des mâles dominants, de revenir à l’étymologie de « concurrents » -courir avec et non contre-, d’ouvrir les fenêtres de l’intuition.

Réinventer l’organisation (3) pour réparer le « je-nous », désarticulé. Réconcilier individuation et rêve collectif.

 

Une révolution spirituelle des dirigeants ?

Patrick Viveret l’observe, le Pouvoir ne s’écrit plus avec un grand « P » et se décline toujours plus avec un complément d’objet direct : « le pouvoir de faire ceci et cela » de chacun supplante déjà les postures autocratiques de quelques uns.

Non seulement les patrons de Favi, de Gore ou de Poult ont-ils refusé le piédestal mais leurs cursus soulignent le fait générateur de toute entreprise libérée : une profonde révolution « corps et âme » du boss. Laquelle s’accompagne, osons une hypothèse hardie, d’une distanciation à l’endroit du profit donc d’une acceptation de la mort. Obnubilées par le profit, la plupart des organisations seraient tétanisées par la peur de mourir. Pulsion limitante. Midas en fut victime, transformant tout en or au point de dépérir.

Au fond, notre siècle pourrait recruter ce qu’Antonin Artaud appelait des « hyperactifs bouleversés » : des patrons qui aiment la vie et l’entreprise parce qu’ils savent que les deux ne sont pas éternelles.

Frédéric Laloux montre que les entreprises libérées performent magnifiquement or il se trouve que le profit n’en est ni l’objectif premier ni la visée dernière !

 

La logique du vivant

Si nous comprenons, jusque dans le tréfonds de nos cellules, que chacun d’entre nous fait partie du vivant (et non pas seulement que le vivant nous entoure) alors nous tenons ici une représentation régénérante du monde en général et du monde de l’entreprise en particulier.  « La cellule et l’organisme multicellulaire se gouvernent de façon fortement décentralisée. Les émergences qu’ils produisent émanent du jeu des interactions en leur sein et non pas d’un organe directeur. » nous rappelle un neurobiologiste.(4) L’organisation démocratique s’apparenterait-elle à celle de l’étoile de mer (5) ? Lorsque celle-ci perd une branche, il en pousse une autre. Cela s’appelle la résilience. Ce concept pourrait-être la clé de voûte de nos sociétés avec un petit voire avec un grand « S ».

 

Je suis ton pair

Révolution interne des dirigeants, pratique organique de l’organisation…cela suffit-il à renouveler le régime des entreprises ? Si l’entreprise libérée procède d’un partage de valeurs elle n’opère pas (encore) le partage de la valeur. En tous cas, ses praticiens ne remettent pas en cause l’actionnariat, savent que les « statuts ne font pas la vertu » et privilégient le pragmatisme. En cédant parfois le gouvernail à l’intelligence collective grâce aux nouvelles technologies. Selon Michel Bauwens, la logique du pair à pair permettrait de réparer les injustices sociales ou encore la dégradation des relations humaines. Dans une structure sociale irriguée par le P2P, chacun serait capable de communiquer et de collaborer sans avoir besoin de demander la permission.

Ce théoricien belge du pair à pair aura inspiré Boris Sirbey, philosophe entrepreneur, qui vient de mettre au point, avec l’école 42 elle-même « libérée », CollectivZ, une plateforme ludique et sérieuse permettant de fluidifier son entreprise. Outre CollectivZ (encadré), StormZ (6) accompagne les entreprises dans la constitution et l’animation d’ateliers en tous genres. Leur technologie propriétaire mise entre autres sur l’anonymat des protagonistes : leur parole s’en trouve libérée. Sinon un renouveau, c’est un bon début.

 

Fluidification mode d’emploi

Fluidifier l’organisation avec CollectivZ. En quatre étapes:

  1. Co-idéation

Tout un chacun peut suggérer un projet. A l’inverse du « like » de Facebook, chacun des membres de la communauté dispose d’un nombre limité de jetons. Les idées ayant collecté le plus de jetons-suffrages, sont mises en œuvre.

2. Gouvernance participative

« Vous pensez, vous faites ». Le plébiscite du projet vaut pour son porteur. Des leaders émergent et attirent les personnes intéressées par ledit projet. L’équipe-projet reste de taille réduite (12 personnes maximum). Elle choisit toutes les modalités, de travail, de communication…

3. Action collective

Chaque projet et son suivi sont alors rendus visibles sur une plateforme collaborative. Des missions y permettent d’accumuler des points d’expériences puis des badges de talents (talents estimés selon moi et selon les autres).

4. Apprentissage

Enfin, chaque projet s’archive et se partage : une évaluation indiquant ses succès, limites et erreurs ainsi qu’un gabarit sont mis à la disposition de la communauté. Les badges consacrent, pour chaque projet, des « Sages » dont les connaissances peuvent être mises à contribution ultérieurement.

(1) Etude Gallup 2011 / 2012

(2) Les fameux « bullshits jobs » épinglés par David Graeber.

(3) Frédéric Laloux « vers des communautés de travail inspirées » (Diateino)

(4) Francisco Javier Varela neurobiologiste et philosophe chilien. 1989

(5) « l’étoile de mer et l’araignée » Ori Brafman et Rod A.Beckstrom, 2006

(6) Stormz.co/fr et collectivz.info

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