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Mentoring is a support tool that takes place in a relational universe marked by learning, transmission, and deep authentic exchanges between the people involved (Megginson, 2006). Internal factors play an important role in the relational and managerial spheres, particularly values, which have a determining impact on individuals' decisions, both personal and professional, and which can influence mentoring. However, research on mentoring focuses on extrinsic elements for the creation of dyads and for the outcome of this relationship, which risks neglecting one of the important dimensions. Thus, the aim of this research is to identify the impact of the mentor's values on the relationship with their mentee. A qualitative study of 18 dyads revealed that the interaction of values between mentor and mentee leads to fusion, adhesion, or rejection effects in the latter, enabling us to sketch out a model of the mentoring relationship based on the role of values. Subsequently, the analysis of values using Barrett's model (1998) made it possible to examine the impact of values according to levels of conciousness and to categorize 4 types of dyads. Finally, criteria for integrating values into the creation of dyads are suggested to improve the quality of relationships at managerial level. [ABSTRACT FROM AUTHOR]

With increased workforce diversity, organizations are recognizing the need to create inclusive workplaces; yet little is known about how consultants can enhance workplace inclusion (Nishii, 2013; Oswick & Noon, 2014; Shore, Randel, Chung, Dean, Ehrhart, & Singh, 2011). The revelation of the singularity of four client organizations with the help of a consultant (Kakabadse, Louchart & Kakabadse, 2006; Schein, 1997) provides valuable information. Different modes of inclusion were observed: prototyping, identity revelation, collective intelligence. Our ethnographic research shows that the identity revelation serves three purposes : 1) self-inclusion, 2) group inclusion, and 3) inclusion of sense. In terms of process, the inclusion of members is in the expression of their singularity and their preparation for action. All in all, our results show how support in revealing organizational singularity turns out to be a powerful catalyst for inclusion and the hitherto ignored role of the consultant as an inclusive agent. [ABSTRACT FROM AUTHOR]

The paper uses Luhmann's autopoeietic, operationally closed social systems theory at the level of organizations, to make sense of and explain a peculiar practice we observed taking place in a large multinational company. Lunch, in that organization, stands out as an extremely important event and the procedures governing its conduct, while neither formal nor laid down in writing, are highly regulated and idiosyncratic. It constitutes an important part of manager's daily agenda. In the process, we attempt to present a methodology using Luhmann's theory for the purpose of organizational analysis. [ABSTRACT FROM AUTHOR]