{"id":338,"date":"2024-03-07T15:46:00","date_gmt":"2024-03-07T14:46:00","guid":{"rendered":"https:\/\/leadershipcampus.ch\/fr\/?p=338"},"modified":"2024-03-05T12:41:51","modified_gmt":"2024-03-05T11:41:51","slug":"livre-du-mois-team-of-teams-new-rules-of-engagement-for-a-complex-world-de-stanley-mcchrystal-et-al","status":"publish","type":"post","link":"https:\/\/leadershipcampus.ch\/fr\/2024\/03\/07\/livre-du-mois-team-of-teams-new-rules-of-engagement-for-a-complex-world-de-stanley-mcchrystal-et-al\/","title":{"rendered":"Livre du mois : \u00ab Team of Teams: New Rules of Engagement for a Complex World \u00bb de Stanley McChrystal et al."},"content":{"rendered":"\n

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

Les changements technologiques des derni\u00e8res d\u00e9cennies, entre autres, ont conduit \u00e0 un monde de plus en plus interd\u00e9pendant, en \u00e9volution rapide, complexe et moins pr\u00e9visible, dans lequel les organisations et les chefs doivent s’adapter en permanence \u00e0 l’environnement qui les entoure et d\u00e9velopper leur r\u00e9silience.<\/p>\n\n\n\n

La capacit\u00e9 d’adaptation rapide des modes de pens\u00e9e, des processus et des structures dans des contextes et des r\u00e9seaux complexes et en rapide \u00e9volution est aujourd’hui d\u00e9terminante pour le succ\u00e8s.<\/p>\n\n\n\n

Pour ce faire, il faut une culture et une structure organisationnelles qui s’\u00e9loignent des hi\u00e9rarchies rigides et de la \u00ab pens\u00e9e en silo \u00bb pour \u00e9voluer vers une structure \u00ab Team of Teams \u00bb (une sorte d’organisation en r\u00e9seau). Les propri\u00e9t\u00e9s et les caract\u00e9ristiques des \u00e9quipes (performantes) doivent \u00eatre \u00e9tendues \u00e0 l’ensemble de l’organisation.<\/p>\n\n\n\n

Une culture d’\u00ab \u00e9quipe d’\u00e9quipes \u00bb na\u00eet de l’int\u00e9riorisation du but commun (common purpose), de l’\u00e9tablissement d’une confiance mutuelle (building trust) et de la cr\u00e9ation d’une conscience commune (shared consciousness). Pour cela, il est n\u00e9cessaire d’avoir une compr\u00e9hension globale de l’interaction de toutes les \u00e9quipes ainsi que des informations largement partag\u00e9es et transparentes (shared information).<\/p>\n\n\n\n

Les cons\u00e9quences pour l’image de soi des chefs sont les suivantes : L’approche consistant \u00e0 vouloir diriger comme un \u00ab ma\u00eetre d’\u00e9checs \u00bb qui contr\u00f4le chaque mouvement de l’organisation doit c\u00e9der la place \u00e0 une approche de \u00ab jardinier \u00bb ; un chef qui facilite et habilite plut\u00f4t qu’il ne dirige, et qui agit par l’exemple personnel. Dans un tel contexte, le chef agit plut\u00f4t comme un facilitateur \u00ab eyes-on, hands-off \u00bb, qui cr\u00e9e et maintient un environnement dans lequel les \u00e9quipes peuvent op\u00e9rer et d\u00e9cider de mani\u00e8re autonome et d\u00e9centralis\u00e9e (empowered execution). Cela implique une culture qui favorise la collaboration, la pens\u00e9e syst\u00e9mique, l’initiative individuelle et l’esprit critique.<\/p>\n\n\n\n

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

En s’appuyant sur de nombreuses exp\u00e9riences personnelles du g\u00e9n\u00e9ral Stanley McChrystal, notamment en tant que commandant de la Joint Special Operations Task Force en Irak, et sur des exemples historiques (notamment ceux de l’amiral Nelson, de Frederick Winslow Taylor et d’Alexis Tocqueville), ce livre fournit de multiples pistes de r\u00e9flexion sur les \u00e9l\u00e9ments d’une culture d’organisation, de conduite et de d\u00e9cision, ainsi que sur une conception du leadership dans un environnement\/contexte complexe et en rapide \u00e9volution.<\/p>\n\n\n\n

Il pr\u00e9sente des exemples de mise en \u0153uvre, mais n’occulte pas les d\u00e9fis de la concr\u00e9tisation des mots-cl\u00e9s ou des concepts cl\u00e9s (construire la confiance et la conscience commune, d\u00e9velopper la capacit\u00e9 d’adaptation et la r\u00e9silience, etc.)<\/p>\n\n\n\n

Les passages dans lesquels le g\u00e9n\u00e9ral McChrystal r\u00e9fl\u00e9chit \u00e0 son parcours, de la conception du leader comme \u00ab chef h\u00e9ro\u00efque \u00bb \u00e0 celle de \u00ab modeste jardinier \u00bb, ainsi qu’\u00e0 l’importance de la conduite par l’exemple, m\u00e9ritent tout particuli\u00e8rement d’\u00eatre lus.<\/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

L’argumentation du livre est rigoureuse et fournit des propositions concr\u00e8tes de mise en \u0153uvre et des exemples, principalement \u2013 mais pas uniquement \u2013 en rapport avec la conduite et l’organisation dans des situations extr\u00eames.<\/p>\n\n\n\n

Les auteurs pr\u00e9tendent \u00e9galement esquisser dans leur livre une approche qui permettrait \u00e0 toute organisation (quelle qu’elle soit) de s’adapter \u00e0 de nouvelles exigences et de r\u00e9ussir (l’objectif ultime). Les organisations ont toutefois des r\u00f4les, des tailles, des objectifs et des missions diff\u00e9rents et agissent dans leur contexte et leur \u00ab \u00e9cosyst\u00e8me \u00bb sp\u00e9cifiques. Le succ\u00e8s se d\u00e9finit donc selon diff\u00e9rents crit\u00e8res. L’importance sociale des diff\u00e9rentes organisations varie \u00e9galement. Il serait int\u00e9ressant pour moi d’avoir des r\u00e9flexions plus approfondies de la part des auteurs sur les crit\u00e8res de r\u00e9ussite et la pertinence des diff\u00e9rentes organisations pour la communaut\u00e9.<\/p>\n\n\n\n

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

Aux personnes qui r\u00e9fl\u00e9chissent \u00e0 leur propre culture d’organisation et de conduite ou qui souhaitent r\u00e9fl\u00e9chir \u00e0 leur propre conception de la conduite.<\/p>\n\n\n\n

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

En m’aidant \u00e0 r\u00e9fl\u00e9chir \u00e0 notre culture de conduite militaire et \u00e0 ma propre conception de conduite.<\/p>\n\n\n\n

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

Le livre fournit des informations sur les trois aspects du mod\u00e8le CLM : Par exemple, des r\u00e9flexions sur conduite par objectifs (Commandement), sur l’importance de la confiance (Leadership) ainsi que sur les processus de d\u00e9cision (Management).<\/p>\n\n\n\n

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

Que nous r\u00e9ussissions \u00e0 donner un exemple convaincant de notre compr\u00e9hension du leadership, \u00e0 former durablement et \u2013 o\u00f9 n\u00e9cessaire \u2013 \u00e0 d\u00e9velopper.<\/p>\n\n\n\n

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

Avec le r\u00e8glement de service (RS), les r\u00e8glements de la conduite tactique (CT 17), de la conduite op\u00e9rationnelle (COp 17), de la conduite militaire-strat\u00e9gique (CMS 17), de la conduite et organisation des \u00e9tats-majors de l\u2019arm\u00e9e (CoEM 17) ainsi que les manuels de la formation au commandement, nous disposons de bases utiles et modernes sur tous les aspects de la conduite.<\/p>\n\n\n\n

\n\n\n\n

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

Le colonel d’\u00e9tat-major g\u00e9n\u00e9ral Dieter Baumann<\/a> est titulaire d’un doctorat en th\u00e9ologie et d’un Master of Science in National Resource Strategy de la National Defense University, Washington, D.C.<\/p>\n\n\n\n

Depuis 2006, il occupe diff\u00e9rentes fonctions en tant qu’officier de carri\u00e8re ; il a notamment command\u00e9 une \u00e9cole de cadres et une \u00e9cole de recrues. En 2013, il a effectu\u00e9 un service de promotion de la paix au Kosovo en tant que commandant du contingent 28 de la Swisscoy.<\/p>\n\n\n\n

Du point de vue acad\u00e9mique, il se pr\u00e9occupe d’\u00e9thique militaire et a notamment publi\u00e9 un livre sur ce th\u00e8me (www.milit\u00e4rethik.ch<\/a>).<\/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","protected":false},"excerpt":{"rendered":"

Le col EMG Dieter Baumann pr\u00e9sente le livre \u00ab Team of Teams: New Rules of Engagement for a Complex World \u00bb de Stanley McChrystal et al.<\/p>\n","protected":false},"author":1,"featured_media":379,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[9,19,8],"tags":[21,10,20],"class_list":["post-338","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leaders-digest","category-leaders-digest-3","category-newsletter","tag-dieter-baumann","tag-livre-du-mois","tag-stanley-mcchrystal-et-al"],"yoast_head":"\nLivre du mois : \u00ab Team of Teams: New Rules of Engagement for a Complex World \u00bb de Stanley McChrystal et al. – Leadership Campus de l'Arm\u00e9e suisse<\/title>\n<meta name=\"description\" content=\"Le col EMG Dieter Baumann pr\u00e9sente le livre \u00ab Team of Teams: New Rules of Engagement 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