Tribune. The democratic trust divide that we are going through is the result of a phenomenon that could be described as “citizen dropout”. Not feeling heard, a growing part of the electorate is convinced that the system works against its interests and ceases to participate in the democratic life of the nation.
Faced with this phenomenon of disaffection, the public authorities are increasing their attempts at direct democracy… with mixed success. Thus, the setbacks of the President of the Republic with the citizens’ convention for the climate have highlighted all the difficulties of marrying direct democracy with the affirmation of an effective executive power.
Public leaders, who use the term “pedagogy” without moderation, today seem to be discovering subjects that are widely theorized in schools and mastered in companies – and thus frustrate the expectations of participants. So let’s do some pedagogy!
The citizens’ convention was based on a well-known construction known as “peer learning”. This approach is indeed very powerful in bringing out so-called “outside the box” solutions. In this case, the various business lines of the company (sales, operations, support, etc.) are called upon to solve a global problem and bring out innovative approaches.
Management first steps aside to encourage creativity, but then relies on these precious contributions to initiate change and, above all, engage employees in the transformation thus designed. This is the second virtue of this approach, undoubtedly the most essential.
The well-known limitation of this pedagogy is, however, that the solutions proposed may be contrary to the fundamental principles of the company, or even quite simply illegal. It is therefore necessary not to resort to learning by peers when the aims are normative, or else to lay down clearly upstream the principle of ex post regulation by management. The “without filter” cannot therefore be appropriate.
Adapt the message
This regulation is moreover most often well understood by company employees, as it would undoubtedly be understood by citizens. What is essential is that the contributors acquire the conviction that they have effectively and usefully contributed, which will reflect on their own ownership of the transformation. The subject is well known to all human resources departments in companies, who then mobilize these internal relays to disseminate the dynamics of change.
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