An antidote exists to respond to this need: a humane culture, which re-establishes the individual at the heart of things.
We work on the culture, the management system and the leadership of the company. It is about enabling decision-makers to understand the human and social dynamics that strengthen organizations in the implementation of their strategies.
It is a question of setting up systems, processes, collective functioning, in short, of adjusting cultures towards a greater concern for the development of the potential of each one at the service of the performance of the organization.
This need to re-humanise human relationships must be understood and taken into account by companies, to attract talent, to retain them, to get them to give the best of themselves to the organization. It is no coincidence that a new model of organizations, called “humanist enterprises”, has emerged in recent decades. The employee, their needs and their aspirations are put back in the centre.
The goal is to make everyone realise that they have a part of their destiny in their hands, to create a better world.
Companies approaching major transformations with a humanist prism thus give meaning to action. For them, it is about organizing change in a profound way, by re-examining their values, behaviors and professional practices shared by their collaborators.
If management has to drive this cultural transformation and guarantee alignment with the “business” strategy, it is up to managers to make people accept and adopt new postures, new rituals and new modes of operation throughout the company.
This is complex work which can be approached in many ways. In our eyes nothing can happen in a human collective without trust. This trust is the basis of collective action and helps to give it consistency. It is the trust that everyone has for their manager, their team and their company that allows teams to support the proposed changes. In the words of Georg Simmel, however, trust as a “temporary suspension of a rational doubt” is fragile.
Allowing employees to get involved gives them the opportunity to work on their relationship with the company, their manager, their colleagues and their project – these may have deteriorated over time.
The increase of these interactions does not necessarily put things right and places the great responsibility on the shoulders of managers of creating confidence with their operational team in the future. By asking them to trust their teams, to inspire trust themselves, to make their teams trust, we have created doubt.
On the contrary, our methods of intervention are based on trust, as understood as the capacity of the actors of the organization to accept reality as it is, and involve them in the search for a transparent solution.
Our mission is to build trust between all the actors that allows for cooperation and even more for collective intelligence in this cooperation. We are convinced that the release of such dynamism in organizations will require the ability to innovate collectively by creating this necessary collective intelligence.
This is not possible without a key ingredient which is caring: in teams, in management, in organizations, it translates as the attitude of each towards one another, which consists in wanting the good of others by being attentive to what they and taking care of themselves.
Benevolence is the relational glue that allows trust not to be called into question in potentially tense and conflicting moments. It therefore emerges as the natural antidote to the extreme mechanization of relations stemming from technological development, as an accelerator of cultural transformation of organizations, and a driver of operational performance.