Abstract
This paper reports on an action-research carried out in France within 10 voluntary structures in order to experiment a management based on work analysis and work councils. First of all, two starting points are exposed: a) the general indifference of dominant modes of management towards the real characteristics of work activities and b) the persistence of managerial representations of workers based on mistrust. On this basis, a change in managerial paradigm is proposed, rooted in work co-analysis and peer and hierarchical discussion on work quality's criteria. The experiments conducted for testing this paradigm shift are explained as well as the moves induced on managerial roles and practices. Conditions for the implementation are also exposed.
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