On the program for this sixth Learning Morning at the Institut, we discussed the concept of raison d'être of organizations: its importance, definition, emergence and impact. Through concrete examples, this session enabled us to gain a better understanding of this notion, and to nuance it in the face of the reality of organizations, of those who carry them out, and of the intention we give to this enigmatic - but not so enigmatic - concept. raison d'être.
To give substance to this topic, we welcomed Duc Ha Duong - Co-founder of’Efficiency and Chairman of Digital gateways, and William Lebedel - Founder of BlueRep, a consulting firm that supports managers and organizations in meaningful projects. The conversation was guided by Morgane Mangeon - Project Manager for Transformation and Change Management at Learning Planet Institute - who herself led the process of defining the Raison d'être of the Institute.
With the participants, we were able to explore the intricacies of the raison d'être of an organization. Lever of transformation for more sustainable societies or purpose washing? Visit Raison d'être indispensable for an organization? What difficulties do we encounter in putting it into practice? The visions of both guests and participants differed, highlighting the delicate balance between the individual quest for meaning and the collective raison d'être, as well as the sometimes arduous transition from intention to action.
Visit Learning Planet Institute, we ourselves have immersed ourselves in this process of defining a raison d'être of the Institute. The process has helped to bridge the gap between individual aspirations and collective intent, confirming the association's momentum. But the model is not necessarily reproducible, and case by case is the law.
« In the best of all possible worlds, the role of the leader is to create the conditions for the emergence of an audible and comprehensible Raison d'être, and to ensure general alignment. We speak of leadership through meaning. », William Lebedel
Duc Ha Duong sees things the other way round. For him, the movement must be bottom-up :
« if there is no Raison d'être, If there's no overall movement, it becomes chaotic - back to my school of fish. If, on the other hand, there is a movement that works, then the work simply consists of observing, understanding and putting words to everyone's intentions. », Duc Ha Duong
So, does the raison d'être derive from a « leadership through meaning» (William Lebedel) or a bottom-up movement (Duc Ha Duong)? Our team Organizational transformation is determined to support organizations that wish to do so in their own reflection.
LA RATIONALE D'ÊTRE AND THE QUEST FOR MEANING IN THE ORGANIZATION: FROM THE INDIVIDUAL TO THE COLLECTIVE AND VICE-VERSA
In this article, you will find the beginnings of the raison d'être organization, its institutionalization in France via the PACTE Act of 2019 its close link with Corporate Social Responsibility (CSR). Through the example of the Learning Planet Institute and the exploration of its own raison d'être, The discussion continues on the importance of individual meaning and its influence on collective purpose. Next, we look at another aspect of this concept: what impact can the raison d'être - established by leadership - have on the collective. Finally, we conclude with the challenge that this concept represents for large companies.
THE NEXT «LEARNING MORNING»: THE AGE OF THE SENSITIVE, A PLACE FOR POETRY
All those interested in these subjects are invited to meet on Thursday May 23, for the next Learning Morning.
ABOUT LEARNING MORNINGS »
Visit Learning Planet Institute, We are convinced that solutions to current and future challenges lie in the emergence of open, collaborative communities of practice. Every third Thursday of the month, the « Learning Mornings »This is a time to build community and exchange ideas with peers and researchers on the challenges of transitions and how we can prepare for them. A time to build community and exchange ideas with peers and researchers on the challenges of transitions and how we can prepare for them.
ABOUT OUR BUSINESS « TRANSFORMING ORGANIZATIONS »
The Organizational transformation helps individuals, organizations and ecosystems to develop their capacity for action and adaptation in the face of current and future transitions.
How?
- We you let's form understanding the issues and the methods for dealing with them.
- We you for more information in your transformation to move towards more learning.
- Finally, we are working with you to, The aim of this collaborative approach is to bring together fieldwork and research to identify the best practices for meeting the challenges of the 21st century. your issues in today's complex environment.
Our convictions guide the way we work and collaborate. Learning through research, collective intelligence and interdisciplinarity are the three pillars that structure our approach. These principles of action stem from our history, as well as from our desire to participate in the creation of a society where everyone takes care of themselves, others and the planet.
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Read the reports on the last two «Learning Mornings»: How can artificial intelligence be used intelligently in 2024? & Think of your workspaces as learning places
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An article written by Elisa Rossi
