La création de la stratégie en tant que jeu sérieux

Les chercheurs s'efforcent d'élaborer une théorie de la création stratégique. Nous pensons que la difficulté pourrait être réduite en dotant ce domaine d'étude d'une notion d'intentionnalité qui nous permettrait de reconnaître l'émergence du changement. Nous présentons ici le jeu sérieux comme cadre descriptif pour les activités grâce auxquelles les conditions de la possibilité de l'émergence peuvent être créées intentionnellement. Dans ce sens, le but de ce chapitre est d'envisager la création stratégique comme une sorte de jeu sérieux.

Building the capacity for learning and change through reflective conversation

Conversation is central to the process of organizational learning and change. Drawing on the notion of reflective conversation, we describe an action research project, "learning through listening" in Omega, a residential healthcare organization. In this project, service users, staff, members of management committees, trustees, managers, and central office staff participated in listening to each other and in working together towards building capacity for creating their own vision of how the organization could move into the future, according to its values and ethos. In doing so they developed ways of engaging in reflective conversation that enabled progress towards a strategic direction.

The Serious Business of Play

Most managers see strategy development as serious business. It is ironic, then, that some of the most remarkable strategic breakthroughs in organizations emerge not from well-ordered processes but from messy, ambiguous and sometimes irrational activities - pursuits that can best be described as play. Referring to research in the fields of developmental psychology and anthropology, the authors argue that play can stimulate the development of cognitive, interpretive skills and engender an emotional sense of fulfillment. It can help establish a safe environment for introducing new ideas about market opportunities, generating debate about important strategic issues, challenging old assumptions and building a sense of common purpose. The authors draw on their own experiences working with managers at the Imagination Lab Foundation and Templeton College, Oxford University, and they make sure to point out that play is no substitute for rational, conventional strategy development. Indeed, after the creative sessions are over, plenty of hard work remains to translate the ideas and insights into processes and actions.