{"id":2716,"date":"2026-09-02T15:46:00","date_gmt":"2026-09-02T13:46:00","guid":{"rendered":"https:\/\/leadershipcampus.ch\/fr\/?p=2716"},"modified":"2026-08-30T06:12:59","modified_gmt":"2026-08-30T04:12:59","slug":"livre-du-mois-septembre-2026","status":"publish","type":"post","link":"https:\/\/leadershipcampus.ch\/fr\/2026\/09\/02\/livre-du-mois-septembre-2026\/","title":{"rendered":"Livre du mois: \u00ab What I Learned Losing a Million Dollars \u00bb"},"content":{"rendered":"\n

Quel est le message cl\u00e9 du livre ?<\/h2>\n\n\n\n

Les raisons de perdre sont bien plus universelles et identifiables que les raisons de gagner. Le livre part d’un postulat d\u00e9stabilisant : il n’existe pas de m\u00e9thode universelle pour gagner, mais il existe des m\u00e9canismes universels par lesquels on perd \u2014 et ces m\u00e9canismes sont avant tout psychologiques. Ma\u00eetriser les conditions de la perte est donc la condition pr\u00e9alable \u00e0 tout succ\u00e8s durable.<\/p>\n\n\n\n

Qu’est-ce qui vous pla\u00eet le plus dans ce livre ?<\/h2>\n\n\n\n

Son honn\u00eatet\u00e9 chirurgicale. Jim Paul ne livre pas un manuel de succ\u00e8s mais une autopsie d\u00e9taill\u00e9e de son propre effondrement \u2014 financier, psychologique, professionnel. Ce qui me touche particuli\u00e8rement, c’est la distinction qu’il op\u00e8re entre les fautes d’analyse<\/em> et les fautes dans l’application <\/em>: on peut avoir raison sur le fond et tout perdre par incapacit\u00e9 \u00e0 g\u00e9rer ses propres biais dans l’ex\u00e9cution. Cette s\u00e9paration entre le raisonnement et le comportement est d’une pertinence imm\u00e9diate pour le chef militaire, qui doit non seulement concevoir une man\u0153uvre juste, mais tenir psychologiquement lorsque la r\u00e9alit\u00e9 s’\u00e9carte du plan.<\/p>\n\n\n\n

Y a-t-il des points sur lesquels vous ne soutenez pas l’argumentation du livre ou des domaines qui, selon vous, ne sont pas assez d\u00e9velopp\u00e9s ?<\/h2>\n\n\n\n

Le livre reste ancr\u00e9 dans le monde financier am\u00e9ricain des ann\u00e9es 1980, et certains exemples vieillissent mal. Plus fondamentalement, il traite principalement de d\u00e9cisions individuelles \u2014 la dimension collective, centrale dans le commandement militaire, y est peu d\u00e9velopp\u00e9e. La question de savoir comment les biais individuels se propagent et s’amplifient au sein d’un \u00e9tat-major ou d’une unit\u00e9 m\u00e9riterait un d\u00e9veloppement \u00e0 part enti\u00e8re.<\/p>\n\n\n\n

\u00c0 qui s’adresse votre recommandation ?<\/h2>\n\n\n\n

\u00c0 tout officier ou sous-officier qui a d\u00e9j\u00e0 maintenu une d\u00e9cision trop longtemps par ego, qui a confondu une s\u00e9rie de succ\u00e8s avec une comp\u00e9tence durable, ou qui a sous-estim\u00e9 la part psychologique dans ses propres erreurs de commandement. Ce livre est \u00e9galement accessible \u00e0 un lecteur civil : sa r\u00e9flexion sur le risque, l’incertitude et les biais cognitifs d\u00e9passe largement le cadre boursier.<\/p>\n\n\n\n

En quoi ce livre vous a-t-il aid\u00e9 dans votre quotidien de chef militaire ?<\/h2>\n\n\n\n

Ce livre m’a d’abord offert quelque chose d’inattendu : une compr\u00e9hension plus claire de la \u00ab\u00a0nature m\u00eame\u00a0\u00bb de la prise de d\u00e9cision en environnement incertain. En lisant l’autopsie que Jim Paul fait de ses propres erreurs, j’ai r\u00e9alis\u00e9 que l’incertitude n’est pas un obstacle ext\u00e9rieur \u00e0 la d\u00e9cision \u2014 elle en est la condition permanente et irr\u00e9ductible. On ne d\u00e9cide jamais \u00ab\u00a0malgr\u00e9\u00a0\u00bb l’incertitude ; on d\u00e9cide \u00ab\u00a0dans\u00a0\u00bb l’incertitude, et c’est pr\u00e9cis\u00e9ment l\u00e0 que les biais prennent le dessus.<\/p>\n\n\n\n

Ce qui m’a le plus frapp\u00e9, c’est la similarit\u00e9 profonde entre la situation du trader et celle du chef militaire. Les deux \u00e9voluent dans un environnement o\u00f9 l’information est incompl\u00e8te, le temps contraint, les cons\u00e9quences asym\u00e9triques et le retour d’exp\u00e9rience souvent trop tardif pour corriger le tir. Le trader qui maintient une position perdante en esp\u00e9rant un retournement du march\u00e9 et le commandant qui s’accroche \u00e0 un plan d\u00e9pass\u00e9 par la situation commettent structurellement la m\u00eame erreur \u2014 non par manque d’intelligence, mais parce que leur psychologie les prot\u00e8ge de l’inconfort d’avoir tort.<\/p>\n\n\n\n

Cette d\u00e9couverte a chang\u00e9 ma mani\u00e8re d’aborder mes propres d\u00e9cisions. J’ai commenc\u00e9 \u00e0 traiter mes ordres moins comme des plans \u00e0 tenir que comme des \u00ab\u00a0hypoth\u00e8ses \u00e0 falsifier\u00a0\u00bb \u2014 en d\u00e9finissant \u00e0 l’avance les signaux et des m\u00e9canismes qui doivent me conduire \u00e0 les r\u00e9viser, ind\u00e9pendamment de l’investissement d\u00e9j\u00e0 consenti. C’est peut-\u00eatre la le\u00e7on la plus op\u00e9rationnelle du livre : la discipline de la perte, bien comprise, est une forme de lucidit\u00e9 tactique.<\/p>\n\n\n\n

\u00c0 quel aspect du mod\u00e8le Command-Leadership-Management rattachez-vous ce livre?<\/h2>\n\n\n\n

Principalement au Command: la gestion de l’incertitude, la discipline de r\u00e9vision des d\u00e9cisions et la r\u00e9sistance aux biais cognitifs sous pression sont des comp\u00e9tences de commandement au sens plein. Mais aussi au Leadership: comprendre ses propres m\u00e9canismes d’aveuglement est un pr\u00e9alable \u00e0 la cr\u00e9dibilit\u00e9. Un chef qui ne conna\u00eet pas ses biais les transmet \u00e0 son unit\u00e9.<\/p>\n\n\n\n

O\u00f9 voyez-vous les plus grands d\u00e9fis \u00e0 venir pour la conduite dans l’arm\u00e9e suisse ?<\/h2>\n\n\n\n

Le d\u00e9fi central est de former des cadres capables de distinguer une d\u00e9cision juste dans son principe<\/em> d’une d\u00e9cision devenue fausse dans son application<\/em> \u2014 et d’avoir le courage de la r\u00e9viser publiquement. La culture institutionnelle tend \u00e0 valoriser la constance comme vertu, parfois au d\u00e9triment de l’adaptabilit\u00e9. Or, dans un environnement \u00e0 haute intensit\u00e9, s’accrocher \u00e0 un plan d\u00e9pass\u00e9 par les \u00e9v\u00e9nements n’est pas de la t\u00e9nacit\u00e9 : c’est une faute tactique.<\/p>\n\n\n\n

Et o\u00f9 voyez-vous les plus grandes chances \u00e0 cet \u00e9gard ?<\/h2>\n\n\n\n

La prise de conscience croissante que la robustesse psychologique est une comp\u00e9tence de commandement \u00e0 part enti\u00e8re, pas un trait de caract\u00e8re inn\u00e9. Les jeunes cadres suisses montrent une capacit\u00e9 r\u00e9elle \u00e0 remettre en question leurs propres raisonnements lorsqu’on leur en donne le cadre et la l\u00e9gitimit\u00e9. Introduire explicitement dans la formation des outils d’analyse des biais d\u00e9cisionnels \u2014 \u00e0 c\u00f4t\u00e9 des outils d’analyse tactique \u2014 serait un levier de progr\u00e8s consid\u00e9rable pour l’institution.<\/p>\n\n\n\n

\n\n\n\n

\u00c0 propos de l’auteur de la recension<\/h2>\n\n\n\n

Maj EMG Mavrik Grangier est officier de carri\u00e8re au sein de la Formation d’application des blind\u00e9s et de l’artillerie de l’Arm\u00e9e suisse, responsable pour l\u2019introduction de TASYS (syst\u00e8me d\u2019exploration tactique). Commandant d\u00e9sign\u00e9 (2027) d’un groupe d’artillerie, il d\u00e9veloppe une r\u00e9flexion sur le leadership, la prise de d\u00e9cision en environnement incertain et l’organisation militaire, qu’il nourrit d’une lecture interdisciplinaire alliant strat\u00e9gie, \u00e9pist\u00e9mologie et management.<\/p>\n\n\n\n

\u00c0 propos du \u00ab Livre du mois \u00bb<\/h2>\n\n\n\n

Le \u00ab livre du mois \u00bb est une rubrique r\u00e9currente de la newsletter Leader’s Digest<\/a>. Cette newsletter est le fruit d’une coop\u00e9ration entre le Leadership Campus de l’Arm\u00e9e suisse<\/a> et les \u00e9tudes conduite et communication<\/a> de l’Acad\u00e9mie militaire \u00e0 l’EPF de Zurich. Si vous n’\u00eates pas encore abonn\u00e9 au Leader’s Digest, vous trouverez de plus amples informations ainsi que le formulaire d’inscription en cliquant sur ce lien<\/a>.<\/p>\n\n\n\n

Nouveau : tous les articles parus jusqu’\u00e0 pr\u00e9sent dans la rubrique \u00ab Livre du mois \u00bb sont d\u00e9sormais disponibles dans les Archives Livre du mois<\/a>.<\/strong><\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Maj EMG Mavrik Grangier pr\u00e9sente le livre \u00ab What I Learned Losing a Million Dollars \u00bb de Jim Paul et Brendan Moynihan.<\/p>\n","protected":false},"author":13,"featured_media":2786,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[9,77,74,8],"tags":[10],"class_list":["post-2716","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leaders-digest","category-leaders-digest-30","category-livre-du-mois","category-newsletter","tag-livre-du-mois"],"yoast_head":"\nLivre du mois: \u00ab What I Learned Losing a Million Dollars \u00bb – Leadership Campus de l'Arm\u00e9e suisse<\/title>\n<meta name=\"description\" content=\"Maj EMG Mavrik Grangier 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