I enjoyed working in large organizations. I encountered intelligence, commitment, ambition, challenges, and a tremendous ability to mobilize resources.
There was movement, intensity, and enormous potential. But this energy wasn't always enough to create coherence.
By constantly mobilizing more and more resources to move forward, something could eventually become exhausted — without me yet understanding why.
My work on human functioning has led me in an almost opposite direction: less external activity, more internal observation, and deep work on the body, cognition, and their ability to function together.
This journey has been demanding. It has allowed me to discover that the power I had encountered outside could also be built within.
Today, I bring the two together: the power of businesses and the richness of human beings.
For almost twenty years, I have seen competent people mobilize enormous resources to move forward, but also a lot of energy to convince, resist, protect themselves or fight.
The resources were there. So were the commitment, the intelligence, and the capacity for action. Yet, some of this power could be absorbed by processes that ended up costing both individuals and organizations a great deal of energy.
One question remained open: how could we have so many resources and use such a large part of them in struggles that ended up exhausting us?
By then working on the body and human functioning, I discovered how a person can want to move forward while mobilizing some of their resources in mechanisms of protection, compensation or survival.
The problem was therefore not necessarily a lack of resources. Some might have been present, but already committed elsewhere, serving responses that the system continued to require.
I was beginning to understand internally what I had observed but could not explain externally.
Initially, I was familiar with a world strongly oriented towards the outside world: acting, deciding, producing, achieving goals, mobilizing resources. My work on human functioning then led me in an almost opposite direction: observing what happens internally and building resources that cannot simply be mobilized by willpower.
For a long time, these two worlds were separate.
Today, my approach stems precisely from their encounter: understanding what is happening within the human system in order to support differently what is happening between people, in teams and in organizations.
What began as two separate experiments gradually became a single investigation into how a system mobilizes its resources and responds to what it encounters.
These fundamentals offer a way of looking at human and collective functioning: observing what appears, understanding how information circulates, identifying what mobilizes resources and recognizing the mechanisms that allow the system to adapt, recover and evolve.
They are not a model to be rigidly applied. They offer a framework for observingwhat is happening before deciding how to intervene.
This approach necessarily bears the mark of the journey that gave rise to it: nearly twenty years in large organizations, then in-depth work on human functioning, the body and the processes of learning and regulation.
These experiences, brought together today, constitute the starting point of my work with individuals, teams, and organizations.
→ Discover my journey
