Encourager les Initiatives & Maîtriser les Risques: le Management Contextuel par l'Autonomie

Stake and Ground Rules establish stability within teams. Systemic Relationships, the 3rd Element of Dynamic Stability, allows contributors to work within a real interdependence and cooperation logic, creating as such dynamism and performance.
Systemic Relationships are modeled after the neurobiological concept of Tensegrity, "tensional integrity", which is the ability of a structure to stabilize itself thanks to the harmonious combination of tension and compression forces between its components.

When tension (initiative) is applied to one component, it is transmitted to all others which would re-equilibrate it (regulation) to maintain or reach a new stability state, while retaining the structure’s flexibility and dynamism. Tensegrity demonstrates how we can establish Dynamic Stability and achieve performance through interdependent cooperation. Each contributor should:
- take initiatives to add value to each undertaken action, creating as such the necessary tension to set the system into dynamic motion,
- regulate others' actions to master the risks which could threaten the Stake and goals alignment, making sure that actions are undertaken according to decisions and Ground Rules. The creation of such compressions and constraints allow preventing or stopping drifts and preserve stability.

If contributors function according to the principles of Contextual Management through Autonomy, each one can assume responsibilities without undue stress. Autonomy represents an equilibrium state between contributor's level of Reliability and the level of Stake to be protected through his action. As such, frustration and anxiety are reduced and energies are allocated optimally. This would help contributors to experience pleasant sensations of enthusiasm and creativity, and create the conditions of Flow in performance.

Many processes, methodologies, techniques, and tools to achieve these goals are presented in "The M3C Model of Cooperative Contextual Change" (2012) and in "Leading by Dynamic Stability" (2016).