📝 Our Founding Concepts

Strategic Capabilities

These are the four capacities that Pericology cultivates in organizations.

• Organic anticipation

  • Definition
    Organic anticipation refers to the ability of an organization to detect early signs of change and to adapt to them gradually, drawing inspiration from the adaptation mechanisms observed in living systems.

    • Etymology

      Anticipation : from the Latin " anticipatio " (the act of taking the lead)

      Organic : from the Greek " organikos " (relating to living beings, their structure and their functioning)

  • Sources and foundations
    The idea that organizations should be attentive to weak signals is not new. It has been documented since the 1970s :

    H. Igor Ansoff , in a 1975 article entitled "Managing Strategic Surprise by Response to Weak Signals" , shows that companies in difficulty were not caught off guard by unforeseen events, but that they ignored weak signals that were present long before the crisis.

    Hervé Lesca and Éric Lesca , in their book Information and Communication Management in Crisis Situations (2010), emphasize that more than 90% of major crises are preceded by weak signals that are not taken into account because they are not measurable or formalized.

    Karl Weick and Kathleen Sutcliffe , in Managing the Unexpected (2001), introduce the concept of "organizational mindfulness" : a resilient organization is one that maintains continuous attention to what is happening at the margins of its usual field.

  • Application context :
    Organic anticipation addresses the limitations of traditional risk management methods in complex and unpredictable environments. It does not replace these methods, but complements them in situations where information is incomplete or precedents are lacking.

  • Pericological application :
    In the context of Pericology, organic anticipation is reflected in :

    The development of distributed vigilance capabilities within organizations

    The implementation of gradual adaptation protocols

    The installation of continuous learning mechanisms

• Stigmergic coordination

  • Definition
    Stigmergic coordination refers to a mode of organization where collective action emerges without centralized direction, through modifications of the shared environment.

    • Etymology
      The term "stigmergy" was formed from the Greek " stigma " (mark, sting) and " ergon " (work, action). It was proposed by the French biologist Pierre-Paul Grassé in 1959 to describe the behavior of termites.

  • Sources and foundations
    This principle is not limited to the animal world. It has been studied in several disciplines :

    In biology, by Grassé himself, in his work on social insects.

    In management, by researchers like Francis Heylighen (Free University of Brussels), who shows how this mechanism can be applied to human organizations.

    In agile methods, tools like Kanban boards use the same logic: a task moved to a "ready" column naturally attracts the attention of the person who must act next.

  • Context of application :
    In human organizations, stigmergic coordination can occur when teams collaborate on common projects, leaving "traces" in their shared work environment. These traces, which can be documents, dashboards, or updated indicators, naturally guide the work of other members without the need for explicit coordination.

  • Pericological application :
    Pericology studies how the principles of stigmergic coordination observed in nature can inspire more efficient modes of organization in complex contexts.

• Active Resilience

  • Definition
    Active resilience is the ability of an organization to transform disruptions into learning opportunities, enabling it to sustainably improve its adaptive capabilities.

    • Etymology :
      The term "resilience" comes from the Latin resilire , meaning "to rebound." "Active" comes from the Latin activus , derived from agere ("to act"). The concept of active resilience therefore refers to the ability to rebound through action, not through mere endurance.

  • Scientific sources

    This concept is based on established and accessible works :

    CS Holling, in a 1973 article entitled Resilience and Stability of Ecological Systems (Annals of the Review of Systematic Ecology), shows that ecosystems do not merely survive disturbances : they use them to reorganize and function differently, often in a more robust way.

    Peter Senge, in The Fifth Discipline (1990), speaks of a "learning organization" : a structure that systematically transforms experience into shared knowledge, without looking for someone to blame.

    Patrick Lagadec, a crisis management researcher, insists in his work (notably Understanding and Managing Crises , 2004) on the need to draw operational lessons from unforeseen events, rather than relying on rigid plans.

  • Application Context :
    In VUCA and Post-VUCA environments, disruptions become frequent and unpredictable. Active resilience enables organizations not only to endure these disruptions, but also to extract concrete lessons from them to improve their processes and forecasting capabilities.

  • Pericological application :
    Pericology helps organizations develop active resilience through :

    The implementation of systematic post-event analysis protocols

    The methodical capitalization of lessons learned from incidents

    Integrating these learnings into operational processes

    Regularly measuring progress in adaptive capacity

• Adaptive growth

  • Definition
    Adaptive growth refers to the ability of an organization to evolve gradually by testing concrete improvements, then generalizing those that demonstrate their effectiveness.

    • Etymology

      Growth : from the Latin " crescere ", meaning "to grow, to develop"

      Adaptive : from the Latin " adaptare ", which means "to adjust, to bring into harmony"

  • Sources and foundations
    The concept is based on solid academic work :

    Henry Mintzberg (professor at McGill University) distinguished between "deliberate strategy" (planned in advance) and "emergent strategy" (which arises from action and continuous adjustment). See "Strategic Planning : Not What It Used to Be" , 1994.

    Saras D. Sarasvathy (professor at the University of Virginia) described "effectuation," a mode of entrepreneurial decision-making based not on prediction, but on available resources and feedback from the field. See "Causation and Effectuation : Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency ," 2001.

    C.S. Holling , an ecologist, showed that resilient ecosystems do not return to a stable state after a disturbance, but evolve towards new configurations. See “Resilience and Stability of Ecological Systems” , 1973.

  • Application context :
    In an unpredictable environment, rigid plans quickly become obsolete. Adaptive growth offers an alternative: rather than planning everything in advance, the organization regularly tests small improvements and keeps those that work.

  • Peri-ecological application
    In concrete terms, we help organizations to implement simple processes:

    Identifying possible adjustments to existing practices

    Small-scale testing of these adjustments

    Rigorous evaluation of the results obtained

    Gradual generalization of improvements that demonstrate their value

Operational Mechanisms and Components

These are the levers, tools, or elements of the organizational sensory system.

• Peripheral vigilance (perceptual capacity)

  • Definition

    Peripheral vigilance is the ability to detect and analyze weak signals at the edge of the main field of attention, allowing for early warning of emerging risks.

    • Etymology

      "Vigilance" comes from the Latin " vigilanteia ", which means attention, surveillance

      "Peripheral" comes from the Greek " peripheria ", meaning that which is around, on the periphery

  • Sources and Foundations
    This concept is based on neurobiological research concerning human peripheral vision. The work of scientists like David Marr at MIT has demonstrated that our visual system processes central and peripheral information differently, with the latter being specialized in detecting movement and changes in the environment.

    In the organizational field, research by Day and Schoemaker (MIT Sloan Management Review, 2006) established the importance of peripheral vigilance for the early detection of strategic threats.

    Hervé Lesca and Éric Lesca, in Information and Communication Management in Crisis Situations (2010), show that most major crises are preceded by signals that are perceived but ignored because they are considered too weak, informal or not quantifiable.

    Karl Weick and Kathleen Sutcliffe, in Managing the Unexpected (2001), emphasize "organizational mindfulness" : the ability of a group to remain attentive to anomalies, even minor ones, in order to avoid systemic failures.

    In neuroscience, it is established that more than 90% of the sensory information processed by the brain comes from peripheral vision, not from central focus (K. Nakayama, The Iconic Bottleneck , 1985).

  • Application context :
    In complex and uncertain environments, risks often emerge from areas peripheral to the organization's main focus of attention. Peripheral vigilance enables the detection of these signals before they become major problems.

  • Pericological application :
    Pericology transposes this validated biological mechanism by developing protocols that allow organizations to :

    Identify the peripheral areas relevant to their activity

    Implementing distributed monitoring systems

    Train people in contact with these areas to detect weak signals

    Establish short and efficient information feedback channels

• Peripheral vision (a complementary mode of perception)

  • Definition : Peripheral vision refers to the ability to detect faint signals or movements outside the primary field of vision. This ability allows for early warning of changes or potential dangers.

    • Etymology
      The term "peripheral" comes from the Greek " periphereia " (circumference), composed of " peri " (around) and " pherein " (to carry). In the context of Pericology, it refers to the ability to monitor what is happening around the organization.

  • Scientific Foundations
    Research in neurobiology, particularly the work of David Marr at MIT in the 1970s and 1980s, established that the human visual system processes central and peripheral information differently. Peripheral vision prioritizes the detection of movement and contrast at the expense of precision.

    In organizational science, the work of Paul Schoemaker and George Day of the University of Pennsylvania, published in the Harvard Business Review in 2005, transposed this concept to the detection of weak signals in the business environment.

    In Managing the Unexpected (2001, with Kathleen Sutcliffe), Karl Weick discusses "organizational mindfulness" : collective vigilance in the face of the unpredictable. He demonstrates that resilient organizations are those that pay attention to these subtle signals and create channels for them to be heard.

  • Pericological application
    In the context of Pericology, the organizational peripheral vision consists of putting in place mechanisms to detect early weak signals likely to affect the organization.

    This capacity develops through :

    Identifying people who are naturally attentive to changes in their work environment

    The establishment of simple channels for reporting observations

    Regular analysis of these signals to assess their relevance

• Weak signal / Weak signals (object perceived)

  • Definition : A weak signal is a discrete piece of information that heralds a potentially significant change but generally goes unnoticed amidst the everyday noise of information. These signals are characterized by their low intensity, their innocuous appearance, and their difficulty in detecting them among more visible information.

    • Etymology and origin of the concept :
      The term "weak signal" was formalized in the field of strategic management by Igor Ansoff in 1975, in his work on managing strategic surprises. Ansoff, a management researcher, developed this concept to describe the first, often imperceptible, manifestations of emerging changes.

      Hervé Lesca and Éric Lesca, in their book Information and Communication Management in Crisis Situations (Hermès Lavoisier, 2010), show that the majority of major crises are preceded by weak signals that are ignored because they are not quantifiable or are considered irrelevant.

      Horst Rittel, urban planner and planning theorist, who stressed in the 1970s that strategic decisions in complex environments must incorporate informal, even imperfect, cues.

      Irving L. Janis, a psychologist, who, from the 1960s onwards, studied failures of collective decision-making (such as the Bay of Pigs) and showed that blindness to marginal signals plays a central role.

  • Context of use :
    In complex and uncertain environments, weak signals often constitute the first indications of profound transformations. Their early detection makes it possible to anticipate developments that will only become visible once they have gained momentum.

  • Application in Pericology
    Pericology integrates the detection of weak signals as one of its fundamental capabilities, relying on peripheral vigilance mechanisms documented by research in neuroscience and behavioral biology.

    Our approach is to help organizations implement detection systems that capture these discrete signals, drawing inspiration from the vigilance mechanisms observed in biological systems.

    Research in visual perception, particularly that of David Marr at MIT, has shown that biological systems are equipped to detect discrete stimuli in the periphery of the attentional field. Pericology applies these principles to the organizational context.

  • Concrete application

    The detection of weak signals relies on :

    Identifying the relevant sources for the organization

    The establishment of channels for collecting discreet observations

    Regular analysis of this information to identify emerging patterns

• Sensory sensors / Natural sentinels (detection agents)

  • Definition :

    Within an organization, sensory receptors, also known as natural sentinels, are individuals capable of perceiving subtle signals earlier than others : unusual tensions, anomalies, rumors, minor deviations, or subtle changes in their work environment. These signals are not necessarily measurable or documented, but they often foreshadow a development, a risk, or an opportunity before it becomes visible to everyone.

    These individuals are not officially appointed. Their role emerges from their position (close to the field, to clients, to technical systems), their sensitivity, or their ability to observe what others overlook. They function as watchdogs, not by mission, but by inclination.

    • Etymology

      Sensor : from the Latin " captor " (the one who captures)

      Sensory : from the Latin " sensus " (faculty of perceiving)

      Sentinel : from the Italian " sentinella " (guard, person who watches)

      Natural : from the Latin " naturalis " ( innate , in accordance with nature)

  • Sources and Foundations :
    Research in cognitive psychology, particularly the work of Daniel Kahneman on rapid perceptual systems, has shown that humans possess a natural ability to detect anomalies in their environment. In biology, Jakob von Uexküll's studies on animal sensory worlds describe how organisms perceive signals relevant to their survival.

    Hervé Lesca and Éric Lesca, in Information and Communication Management in Crisis Situations (2010), show that the majority of major crises are preceded by weak signals ignored, often spotted by collaborators located on the periphery of decision-making circuits.

    Karl E. Weick and Kathleen M. Sutcliffe , in Managing the Unexpected (2001), describe resilient organizations as those that cultivate "organizational mindfulness" : a collective vigilance carried by individuals sensitive to variations in their environment.

  • Pericological Context :
    In the pericological approach, sensory sensors refer to individuals within an organization who, through their position or observational skills, can detect subtle signals early. Natural sentinels are those who, without specific training, demonstrate a particular aptitude for perceiving minute changes in their work environment.

  • Practical Application :
    Pericology identifies these individuals using observation and interview methods validated in the social sciences. It helps them structure their detection capacity without compromising it, by establishing simple channels for reporting information. This approach is part of the progressive development of organizational peripheral vigilance.

• Stigmergy (underlying biological principle)

  • Definition: Stigmergy is a coordination mechanism where the actions of an individual are influenced by the traces left by the previous actions of other individuals in the common environment.

    • Etymology
      The term was coined by the French biologist Pierre-Paul Grassé in 1959 from the Greek :

      " stigma " (mark, trace)

      " ergon " (action, work)

      It literally means "action by marked trace".

  • Scientific context :
    Pierre-Paul Grassé observed this phenomenon while studying termite behavior. He found that these insects coordinate the construction of their complex nests without a centralized master plan. Each termite locally modifies its environment, and these modifications guide the subsequent actions of the other termites.

    Further research, notably by entomologist E.O. Wilson and work in collective intelligence, has confirmed and clarified this mechanism in other social species such as ants and bees.

  • Pericological Application :
    Within the framework of Pericology, we study how to transpose this biological mechanism to human organizations. The objective is to enable smoother coordination between teams, reducing the need for constant hierarchical supervision.

• Bio-inspired protocol / Bio-inspired protocols (simple rules of action)

  • Definition A bio-inspired protocol is a simple rule of action, directly adapted from a mechanism observed in nature, which allows an organization to function in a more resilient and adaptive way.

    • Etymology
      The term comes from :

      "Protocol" (from the Greek protokollon : first notes on a parchment) designating a set of established rules

      "Bio" (from the Greek bios : life) referring to the living world

      "Inspired" (from the Latin inspirare : to breathe into) indicating the origin of the inspiration

  • Sources and foundations
    This approach is based on biological mechanisms documented by scientific research :

    Pierre-Paul Grassé , a French biologist, described the phenomenon of stigmergy in termites in 1959 : these insects build their complex nests without a central plan, simply by modifying their environment and responding to the modifications made by others.

    In 1973, ecologist C.S. Holling introduced the concept of ecological resilience, according to which ecosystems do not return to a stable state after a disturbance, but reorganize themselves to survive.

    Nassim Nicholas Taleb , in his book Antifragile (2012), shows that some systems take advantage of disorder, unlike fragile machines.

    The Biomimicry Institute, founded by Janine Benyus in 1998, has been formalizing for more than twenty years how to transpose strategies from living organisms to technical, industrial or organizational challenges.

  • Context of use :
    In uncertain and complex environments, rigid procedures show their limitations. Bio-inspired protocols offer an alternative by allowing continuous adaptation while maintaining a clear framework for action.

  • Pericological Application :
    Pericology uses these protocols to develop anticipation and adaptation capabilities within organizations. For example, a protocol might define how to detect and escalate a weak signal, or how to coordinate action in response to an unforeseen situation.

• Functional redundancy (guarantee of continuity)

  • Definition Functional redundancy refers to the presence of several elements capable of performing the same essential function within a system.

    • Etymology :
      The term "redundancy" comes from the Latin "redundantia ," meaning "to overflow." "Functional" refers to the ability to perform a function. Literally, it evokes an "overflow of functional capacities."

  • Context and sources

    This concept does exist in biology and engineering :

    In biology , the human body offers concrete examples : we have two kidneys, two lungs, two eyes. The loss of an organ does not always endanger survival, because the other can perform the function. This principle is called functional redundancy.
    → Source : Alberts, B. et al., Molecular Biology of the Cell , 6th edition, 2014.

    In ecology , C.S. Holling shows that resilient ecosystems often have several species capable of playing a similar role (for example, several pollinators). If one disappears, the system does not collapse.
    → Source : Holling, C.S., Resilience and Stability of Ecological Systems , Annual Review of Ecology and Systematics, 1973.

    In critical systems engineering , such as in aeronautics or nuclear power plants, redundant components are installed to prevent points of failure. This practice is documented in safety standards.
    → Source : US Nuclear Regulatory Commission (NRC), reactor design documents.

    In the field of systems engineering, the work of Gerald M. Weinberg established that functional redundancy contributes to the reliability of complex systems. The ISO 22301 standards on business continuity also recognize the value of redundant mechanisms.

  • Pericological Application :
    In the pericological approach, functional redundancy is used to strengthen organizational resilience. In concrete terms, this can mean :

    Develop multiple channels for detecting weak signals

    Train several people in critical skills

    Maintain different options for essential processes

• Organizational memory (ability to retain learning)

  • Definition : Organizational memory refers to an organization's ability to retain and use lessons learned from its past experience to improve its future decisions and actions.

    • Etymology

      Memory : from the Latin "memoria", the ability to remember

      Organizational : derived from "organization," from the Greek "organon ," meaning tool or instrument

  • Context and sources
    The concept of organizational memory has been studied in management science since the work of James G. March and Herbert A. Simon in the 1950s. Subsequent research, notably that of Argote and Ingram (2000), has shown that organizations that systematically capitalize on their experience improve their long-term performance.

    Karl Weick , a researcher in organizational management, showed as early as the 1970s that resilient companies are those that learn collectively from crises (Managing the Unexpected, 2001) .

    Peter Senge , in The Fifth Discipline (1990) , speaks of a "learning organization", capable of transforming experience into shared knowledge.

    Charles S. Holling , an ecologist, observes that ecosystems survive shocks thanks to their ability to reorganize themselves after a disturbance (Resilience and Stability of Ecological Systems, 1973) .

    The Santa Fe Institute , a research center on complex systems, studies how organizations can integrate learning as a survival mechanism.

    In the field of safety, James Reason's work on human and organizational factors has demonstrated the importance of incident memory in preventing accidents.

  • Pericological Application
    In the pericological approach, organizational memory is developed through the implementation of structured processes that enable:

    The systematic documentation of significant events

    Analysis of causes and consequences

    Accessible preservation of lessons learned

    Integrating these lessons into current practices

• Continuous adaptation (global dynamics)

  • Definition Continuous adaptation refers to the ability of an organization to gradually adjust its functioning in response to changes in its environment, through the accumulation of minor and reversible modifications.

    • Etymology :
      The term "adaptation" comes from the Latin " adaptare, " meaning "to adjust to." "Continue" comes from the Latin " continuus, " which refers to something uninterrupted. Literally, it is therefore an adjustment without interruption.

  • Sources and Foundations
    This concept is based on research in evolutionary biology, particularly Jean Piaget's observations on cognitive adaptation and studies of evolutionary mechanisms in living species. Research in organizational science, such as that conducted by the MIT Center for Collective Intelligence, has documented the effectiveness of gradual adaptations in the face of environmental changes.

    In biological evolution, species do not change all at once, but through a succession of small variations selected by their environment (Darwin, On the Origin of Species , 1859).

    In organizational management, Henry Mintzberg showed that effective strategies often emerge from everyday experience, rather than from a centralized plan ( The Rise and Fall of Strategic Planning , 1994).

    Complex systems theory shows that stable ecosystems are those capable of constant adjustments, not those that resist change (Santa Fe Institute, founded in 1984).

  • Context of application :
    Continuous adaptation applies in environments where changes are too rapid or unpredictable to be managed through planned transformations. It addresses the observation that organizations must be able to evolve continuously to maintain their effectiveness in a constantly changing world.

  • Pericological application :
    Within the framework of Pericology, continuous adaptation develops through :

    The implementation of protocols allowing for gradual adjustments

    The implementation of regular feedback mechanisms

    Developing adaptability at different levels of the organization

Processes and Methods

These are the timeframes or structured approaches.

• Adaptive learning loop (Sensing → Translating → Acting → Learning cycle)

  • Definition : An adaptive learning loop is a structured process that allows an organization to progressively improve its forecasting capabilities by capitalizing on its concrete experience.

    • Etymology

      Loop : refers to a cyclical and repetitive process

      Learning : refers to the sustained acquisition of knowledge or skills

      Adaptive : describes the ability to adjust to changing conditions

  • Sources and Foundations
    This concept draws on research in organizational science, particularly the work of Chris Argyris on organizational learning, and on the observations of James G. March regarding organizational adaptation. In biology, the mechanisms of species adaptation studied by evolutionary research provide complementary foundations.

    In crisis management, Patrick Lagadec, a researcher in emergency organization, has shown that resilient teams are those that analyze their interventions not to blame, but to adjust their practices.

    Peter Senge, in The Fifth Discipline, describes how learning organizations integrate this type of feedback into their daily operations, as a means of collective progress.

    Nassim Taleb, in his book Antifragile, goes further : he shows that some systems, like living organisms, become stronger through stress, shocks, and mistakes. It is not stability that creates strength, but the capacity to integrate disturbances.

  • Context of use:
    In complex and uncertain environments, organizations must be able to adjust their actions based on feedback. The adaptive learning loop enables this continuous evolution without requiring radical transformation.

    • Pericological Application :
      Within the framework of Pericology, we use this concept to help organizations implement simple processes for capitalizing on experience. In concrete terms, this translates into :

      The implementation of regular rituals for analyzing past actions

      The systematic documentation of lessons learned

      The gradual adjustment of protocols based on these lessons learned

      Measuring the effects of these adjustments

• Pericological diagnosis (first step in co-construction: biome assessment)

  • Definition : Pericological diagnosis is a structured assessment of an organization's ability to anticipate risks and adapt to uncertain environments. It is carried out through in-depth discussion and analysis of existing decision-making processes.

    • Etymology

      "Diagnostic" comes from the Greek " diagignoskein " which means to discern or distinguish

      "Pericology" combines " peri " (around, in Greek) and " logy " (study, science).
      The combination describes an assessment method centered on the ability to observe the environment to identify early risks.

  • Sources and foundations
    This approach is based on:

    CS Holling's work on the resilience of ecological systems

    Pierre-Paul Grassé's research on coordination mechanisms in social insects

    Studies by the MIT Center for Collective Intelligence on organizational adaptive capabilities

    Observations from the Santa Fe Institute regarding complex systems

  • Application context:
    The diagnostic process takes place in an environment where organizations must deal with:

    The acceleration of technological and regulatory changes

    The increase in interdependencies between different economic actors

    The need to develop continuous adaptive capacities

    These findings are documented by the annual reports of firms such as PwC and Deloitte on the evolution of organizational risks.

  • Pericological application

    In concrete terms, pericological diagnosis assesses four fundamental capacities:

    Detecting weak signals in the environment

    Coordinating teams in the face of unforeseen situations

    Transforming disruptions into learning experiences

    The evolution of practices in response to changes in context