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International audience; Defining the "raison d'être" of an organization is a founding act since it allows the company's actions to make sense. This responsibility falls, first and foremost, on the members of the Top Management Team (TMT), who are responsible, through the strategic directions they define, for ensuring that the organizational identity (OI) is rightly translated into actions. However, their awareness of OI is not always immediate and may require the help of a consultant to clarify it. This qualitative research is based on participant observation of consultants and researchers using a tool to reveal the singularity of their client companies and the results of 35 interviews with TMT members who participated in this exercise. It aims to detect the place of Spirituality through the consultant in accessing meaning. The results show that TMT members are on an inner journey in deepening and aligning with what constitutes the singularity of their organization. In doing so, they can better define the framework for strategic and managerial action by formalizing the rational, emotional, and spiritual principles of management.; Définir la "raison d'être" d'une organisation est un acte fondateur puisqu’il permet de faire sens de ses actions. Cette responsabilité incombe, en premier lieu, aux membres de l'équipe de direction (TMT), qui sont chargés, à travers les orientations stratégiques qu'ils définissent, de veiller à ce que l'identité organisationnelle (IO) soit correctement traduite en actions. Cependant, leur conscience de l’IO n'est pas toujours immédiate et peut nécessiter l'aide d'un consultant pour la clarifier. Cette recherche qualitative s’appuie sur l'observation participante de consultants utilisant un outil pour révéler la singularité de leurs entreprises clientes et les résultats de 35 entretiens avec des membres de la TMT ayant participé à cet exercice. Elle vise à détecter la place de la spiritualité par l’entremise du consultant dans l'accès au sens. Les résultats montrent que les membres de la TMT effectuent un voyage intérieur d'approfondissement et d'alignement sur ce qui constitue la singularité de leur organisation. Ce faisant, ils peuvent mieux définir le cadre de l'action stratégique et managériale en formalisant les principes rationnels, émotionnels et également spirituels de gestion.

International audience

International audience

International audience

International audience; With increased workforce diversity, organizations are recognizing the need to create inclusive workplaces. However, there has been very little research 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. We observed three different modes of inclusion: prototyping, identity revelation, and collective intelligence. Our ethnographic research shows that the identity revelation serves three purposes: 1) self-inclusion, 2) group inclusion, and 3) inclusion of sense. The processes are twofold: the inclusion of members 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.

International audience