Kaleidosphère’s goal is to harness the human potential within communities by fostering participatory work dynamics within teams and by highlighting the connection between a community’s identity and its impact on living things. A conversation with its founder, Claudine Saint-Martin Zozor.
You help businesses and organizations transition to horizontal governance—what does that entail?
We’re reaching a point where everything is becoming decentralized; this is the case, for example, with currency, where digital alternatives are emerging. In the food sector, we also have permaculture and gardening—these are forms of decentralization as well. And on the social front, in terms of how society is organized, there are proposals to make the pyramid-shaped structure less and less hierarchical and more and more horizontal. The goal is to foster collaboration and, above all, the sharing of ideas as well as collective intelligence. When we’re in a highly hierarchical organization—one that’s heavily dependent on a single person’s decisions—it limits cross-functional communication. Yet it is precisely this cross-functional communication that allows for more ideas to emerge and for progress to be made more quickly. There are many people all over the world who have realized this and are working toward this goal to make it easier for ideas to emerge through interaction with one another.
Is that why you organize workshops?
Yes, absolutely. I organize workshops called “Re-learning to Collaborate,” because there are frameworks for collaboration that can truly improve communication so that no one’s ego takes over—often in meetings or projects, it turns into a battle of egos, which undermines collective intelligence and creativity. The idea is to provide a safer working environment, because there’s a whole process involved in organizing meetings—and even in the overall structure of the organization—so that everyone can express their creativity and we can work as a collective.
We work with all kinds of organizations. Some associations have reached out to me to streamline their internal operations. I’m also working on the “Kaz Zero Waste” project, which will take place in November. We’re trying to establish a fully collaborative framework for the organization between CACEM and the associations so that ideas can flow freely and it can be a joint effort involving multiple organizations.
I also work with Réseau Entreprendre to help young entrepreneurs develop their mindset, and with GERME, an association that brings together managers.
Do you have any advice on how to foster a collaborative spirit?
There are collaborative tools—I use a few different ones—and there’s also the issue of attitude; we shouldn’t overlook that aspect.
In everyday life—even just at work—your demeanor is very important, especially if you’re a decision-maker, a manager, or if you lead a team. The message you convey will be crucial. We need to be more open and supportive so that everyone’s creativity can flourish. We strongly encourage self-organization and taking the initiative so that everyone becomes increasingly accountable within their organization.
Have you noticed any changes in Martinique?
I don’t have the full picture, but within the organizations I’ve worked for, I’ve seen a shift in attitudes—particularly a willingness to take initiative, since people are often afraid of being judged. The idea is that if we’re moving toward self-organization when it comes to taking the initiative, we shouldn’t necessarily judge right away but rather accept mistakes as a way to grow.
What are the benefits?
This fosters a supportive work environment; being less judgmental allows everyone to flourish and grow individually, which in turn promotes collective growth. We have to go through this process so that we can all grow, both individually and collectively.
What kinds of challenges might we encounter?
It’s often the case for managers or team leaders that they cling to their power, and that makes things difficult, because when you’re in that position, you have to learn to let go—precisely so that everyone can grow together. Otherwise, it’s like having a weaker link in a chain: if you aren’t supportive of that weaker link—who knows less—it just doesn’t work. The pace is still set by the link that wants to improve but doesn’t yet have the tools.
Interview by Kaylan Fagour
