Osez... le management de l'implicite
Consult this IA-Book and ask it your questions.
Editorial
Editorial — Dare… the management of the implicit
We love what is visible, measurable, organized, explainable.
In the company, we build procedures, objectives, organizational charts, indicators, rules, and control systems. All of this is useful. But it only represents a part of what truly makes an organization function.
For the company also thrives on everything that is left unsaid.
Expectations that everyone believes are obvious. Different interpretations of the same situation. Habits that have become invisible. Fears that are kept silent. Talents that are used without being recognized. Informal rules. Displayed values that do not always correspond to observed behaviors. Decisions influenced by elements that no one has really taken the time to name.
This implicit is neither good nor bad in itself. It is simply present.
And when it remains ignored, it can lead to misunderstandings, tensions, loss of energy, inappropriate decisions, or responses to the wrong problems.
For more than thirty-five years of supporting leaders and companies, a conviction has gradually imposed itself on me: a significant part of a manager's work consists less of adding methods than of making perceptible what is already acting within the organization.
See before acting.
Understand before correcting.
Question before concluding.
This is the ambition of Dare… the management of the implicit.
This book does not propose a new management recipe. It invites you to develop a different perspective on professional situations: to look behind what appears, to question the obvious, to distinguish symptoms from their possible causes, and to make certain mechanisms explicit in order to act more justly.
“To dare” here means accepting to look at what we do not fully control, to question certain certainties, and to recognize that humans and organizations are never limited to what procedures describe.
The management of the implicit may begin with a very simple question:
What is acting here without us having truly named it?
We love what is visible, measurable, organized, explainable.
In the company, we build procedures, objectives, organizational charts, indicators, rules, and control systems. All of this is useful. But it only represents a part of what truly makes an organization function.
For the company also thrives on everything that is left unsaid.
Expectations that everyone believes are obvious. Different interpretations of the same situation. Habits that have become invisible. Fears that are kept silent. Talents that are used without being recognized. Informal rules. Displayed values that do not always correspond to observed behaviors. Decisions influenced by elements that no one has really taken the time to name.
This implicit is neither good nor bad in itself. It is simply present.
And when it remains ignored, it can lead to misunderstandings, tensions, loss of energy, inappropriate decisions, or responses to the wrong problems.
For more than thirty-five years of supporting leaders and companies, a conviction has gradually imposed itself on me: a significant part of a manager's work consists less of adding methods than of making perceptible what is already acting within the organization.
See before acting.
Understand before correcting.
Question before concluding.
This is the ambition of Dare… the management of the implicit.
This book does not propose a new management recipe. It invites you to develop a different perspective on professional situations: to look behind what appears, to question the obvious, to distinguish symptoms from their possible causes, and to make certain mechanisms explicit in order to act more justly.
“To dare” here means accepting to look at what we do not fully control, to question certain certainties, and to recognize that humans and organizations are never limited to what procedures describe.
The management of the implicit may begin with a very simple question:
What is acting here without us having truly named it?
Book content
Dare… the management of the implicit
In a company, everything that influences decisions, behaviors, and results is not written in the procedures.
Unspoken expectations, habits, interpretations, fears, power plays, talents, values, or assumed truths shape the reality of work every day.
What if some of the management difficulties stemmed precisely from what we do not see?
Dare… the management of the implicit invites you to explore this often invisible side of the company to better understand what is happening behind apparent symptoms.
A book to question your certainties, reveal what remains implicit, and open new possibilities for action.
And now, you can also question the book: ask your questions, confront your situations with its ideas, and continue the reflection beyond the pages.
In a company, everything that influences decisions, behaviors, and results is not written in the procedures.
Unspoken expectations, habits, interpretations, fears, power plays, talents, values, or assumed truths shape the reality of work every day.
What if some of the management difficulties stemmed precisely from what we do not see?
Dare… the management of the implicit invites you to explore this often invisible side of the company to better understand what is happening behind apparent symptoms.
A book to question your certainties, reveal what remains implicit, and open new possibilities for action.
And now, you can also question the book: ask your questions, confront your situations with its ideas, and continue the reflection beyond the pages.
About the author
Alain Mounir — Business Mentor
An engineer by training and a business mentor for over 35 years, Alain Mounir supports leaders, executives, and SMEs in understanding the human and organizational mechanisms that influence their performance.
His background as an industrial leader, enriched by training in psychology, neuroscience, mediation, and behavioral sciences, has led him to develop a systemic approach to management: making visible what often operates without being named.
Author of several works, he is particularly interested in efficiency, the governance of living systems, and a central question: how to act more justly, rather than simply working harder?
An engineer by training and a business mentor for over 35 years, Alain Mounir supports leaders, executives, and SMEs in understanding the human and organizational mechanisms that influence their performance.
His background as an industrial leader, enriched by training in psychology, neuroscience, mediation, and behavioral sciences, has led him to develop a systemic approach to management: making visible what often operates without being named.
Author of several works, he is particularly interested in efficiency, the governance of living systems, and a central question: how to act more justly, rather than simply working harder?