Ouvrage publié
par DUNOD

L'AUTEUR

Ma Photo
Pierre Fayard est professeur à l'université de Poitiers et directeur du Centre franco-brésilien de documentation scientifique et technique (CENDOTEC) de Sao Paulo.
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LES LIVRES

The BA of Sherlock Holmes & Dr. Watson

Elementary, my dear Watson!

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To illustrate the complementary difference between on one side the perception of weak signals produced by serendipity, fuzzy receptivity, tacit know-how, craft experience and intuition, and, on another side, explicit objective information, Noburo Konno makes reference to the tandem Holmes – Watson.

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Sensible, clear-sighted and creative, Sherlock Holmes identifies weak signals, and then processes by induction and combines them to make sense. On the contrary, the deductive Dr Watson analyses, and that is the reason why he finds out later.

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Watson rationalizes like an historian what Holmes presents to him as “elementary!”. These two ways to process are not antagonist but complementary. Dr Watson’s pre-conceptions orient Holmes’s perceptions and even induce his sensibility that lead to identification of relevant signals.

Doing so, Dr. Watson’s rationality frees the imagination of Holmes, making him capable to devote full time and art to his insight activity. It constitutes the backdrop, the previous accessible and explicit knowledge and competences that match creatively with curiosity and no a-priori availability.

Through each investigation, the couple Holmes – Watson creates a strategic knowledge community set up toward the discovery of the truth! They convene partners and all possible indicators that allow them to step ahead to their aim so that they assume their detectives’ commitments.

Read more about that: Le réveil du samouraï. Culture et stratégie japonaises dans la société de la connaissance, Dunod, Paris 2006.

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The Japanese concept of BA for Knowledge Management

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Strategic Knowledge Communities

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One may talk about a good ba when relational situations energize people making them creative within positive and dynamic interactions.

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Reality is a succession of events that flows without stopping, wrote Kitaro Nishida. The use of ba concept comes from this philosopher who pointed out that way a physical space where a hidden power is lying, where one can receive energy when diving in.

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Ba is not just a spot but also a moment in which one might live a transformation process but also an emergent one.

A ba could be memorized and opened to a continuity of relation within a kind of atmosphere that refers to a particular feeling linked to a community’s shared space and time. What we call time, space and material force are simply concepts established in order to organize these facts and to explain them (Nishida). In this perspective, a ba could be assimilated to a sort of level of consciousness.

Ba is a Kanji ideogram whose left part means ground, boiling water or what is rising and whose right part means to enable. On the one side it points out a potential and from the other a kind of engine that gives a direction. The right part of the ideogram refers to the yin and yang philosophy of permanent transformation.

For Ikujiro Nonaka, a ba could be thought as a shared space for emerging relationships? This space can be physical (e.g. office, dispersed business space), mental (e.g. shared experiences, ideas, ideals) or any combination of them. What differentiates ba from any ordinary human interactions is the concept of knowledge creation. Ba provides a platform that a transcendental perspective integrates all transformation needed. Ba may also be thought as the recognition of the self in all. According to the theory of existentialism, ba is a context which harbors meaning. Thus, we consider ba to be shared space that serves as a foundation for knowledge creation.

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As a positive and voluntary field of constraints, ba is favorable to constructive human interactions between selves and between them and their useful environments.

Exchanges of data, of information and opinion, collaboration and mobilization on a project to face necessities and the unknown convey ba within an organization. It could be understood as emptiness appropriated for emergence or as a kind of “oriented but not so determined” opened, tacit and consensual space.

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Ba does not come to reality by decrees. It is not produced by the command and control model of traditional pyramidal management.

On the contrary, is set up by voluntary membership within an “energize and stimulate” mode through care and mutual respect. Ba is fundamentally subjective and relational and one involves in because it is ruled by common interest and because there is no conflicts within human relationships.

Referring to the four stages of SECI model from Nonaka, it is possible to consider ba through different particularities: its emergence, the socialization it provides, the systematic interaction it allows and finally its effect as an agent for internalization.

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Ba includes a tacit component when emotions, experiences, feelings and mental images are shared.

It provides a context for socialization and existential space for individuals transcend their limits through physical implication of the broad spectrum of their capacities. Nonaka used to say that care, love, confidence and responsibility are required. In addition to this inter-individual relationship, a collective one opens to practices, values, processes, culture and climate to be shared in a more or less formalized way.

Virtual ba may function using information and communication technologies and distant networking. Interactions combine tacit and explicit within knowledge spirals. At last, ba provides adequate context for internalization of knowledge and catalyzes reflection actually transformed in action! Effective ba could be revealed in various ways. For example, while passing within a store, weak signals could be perceived and then combined and enriched with other data, hypothesis about markets, purchase attitudes or scenarios about future…

Ba is what allowed scrupulous observers to be tuned within right rhythms in order to take efficient decisions in terms for instance of supplies, answers to questions or ways to present services and products… Interaction with consumers and users might create global ba too. Relationships within a ba do not exist a-priori, they are not pre-determined or coming from any extra solid model out of human implications.

The inner coherency of ba reveals itself through organic interactions based on vision and community knowledge effort rather than as the effect of a mechanical concentration produced by a dominant center. These interactions lead to apparition of a higher self and continuous exchanges strengthen inner relationships. Individuals create the ba of teams which create the one of organizations.

Read more about Ba and Knowledge Management : Le réveil du samouraï. Culture et stratégie japonaise dans la société de la connaissance. Pierre Fayard, Ed. Dunod, Paris 2006.

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Knowledge Management as a Learning Process to Upgrade Strategic Capabilities

Case study of micro-firms network in Southern Brazil

Reference to the Brazilian culture of strategy is helpful to understand the way KM is penetrating and adapted within this country. As done in the case of the Japanese way of Knowledge Creation in Japan or Local Wisdom in Thailand, making explicit a specific culture of strategy brings insights about the way KM is proceeded and impacts Brazilian organizations. This paper presents main features of Brazilian culture of strategy and then focused on a case study from the South of the country. The interplay of the two has a mutual benefit effect on evolution on both.

Brasilian culture of strategy

For geographical, historical and ethnical reasons, the Brazilian culture of strategy is mainly tactic, instead of strategic; local, instead of global; short term, instead of long term; and appears as individualistic and opportunistic. As a huge and diverse country, Brazil is rich in terms of natural resources. All along its five centuries of history, Brazilian people found available resources that are mainly exported: from wood, tire, sugar, coffee to oil, soy or fruits… Once a specific resource is no longer exportable or rentable, Brazilian people used to move to new ones, which often meant going to other spaces in this huge country. To qualify this attitude, Brazilian intelligentsia talks about “bad-development” and “immediatism”, which do not provide any long-term investments, strategic planning and vision. Since its birth as a colony, then republic and til the end of Century 20th, Brazil never mastered its economic relations with abroad. After Portugal, UK dominated its commercial relationships before US took the lead. As a result, the country has no tradition of mastering strategic relations with foreign countries. Considerable efforts are currently being developed in order to transform this situation.

Cultural strategic background of the country is lying on two opposite traditions: the one from the Portuguese masters, who – by definition – had absolute power, and the one from African slaves, who were led to hide tactical abilities known today as capoeira, a very original martial art under the disguise of a dance! This second tradition, one of dominated people striving to survive, now represents the main cultural background of the Brazilian culture of strategy: individualistic, fast and opportunistic, indirect, invisible, soft in appearance, but also based on a very strong self-individual confidence to find a way out from any impossible situation. It is a kind of “miracle way of acting”, which finds ways and issues where rationally, or mathematically, there are none! Jeitinho, a mix of astuce and cunning on a very short term no matter collective or long term consequences is a key concept that summarizes this tactical know-how. Taking into account these characteristics, one might easily deduce that models based on sharing mutual confidence and capitalization of knowledge does contrast as an adequate background for a Brasilian way for KM. Moreover, short-term survival concerns and lack of strategic visions make things even worse. Nevertheless, it is possible to analyze case studies of networking strategies developed by micro enterprises as a creative way. One interesting outcome of them is that they act as a learning process to turn short-term, individualistic and local approaches (tactical dimension) to medium-term, community and global approach (strategic dimension). As a result, knowledge management is upgrading capabilities toward strategic dimension from excellent tactical skills.

Setting up Small and Medium-sized Enterprises networks in Southern Brazil

Aiming at fostering the local and regional development, the State Government of Rio Grande do Sul (Southern Brazil) launched in December 2000 a Program for Structuration of Cooperation Networks, whose objective is the promotion and strengthening of competitiveness among SMEs, through cooperative strategies. Five years after, the Program includes 120 SME networks from different economic segments (2,500 enterprises) with the support of 8 universities and 45 consultants to strenghten network structuring and functionning. All along the setting up of the networks, governmental policies implemented by Rio Grande do Sul State, aim to foster the development of SMEs involved through easy access to credit, managerial skills acquisition, incentive for participation in fairs and events. Networks’ organizations are strickly based on legal instruments such as network statutes, code of ethics and internal regulation. They seek to facilitate the governance among actors for collective interests to be preserved. Any network decision is under the responsibility of the “General Assembly” in charge of making strategic choices through a wide participative process. The Assembly gathers a forum of SME managers, each one contributing with ideas, experiences and useful knowledge for networking strategies.

The case that will be analysed in the current article deals with the AGIVEST Network (Clothing Industries Association of Rio Grande do Sul), formed by 35 small enterprises in textile and clothing segment. AGIVEST was created in September 2001 as part of the Program of Network Structuration of the State Government of Rio Grande do Sul, aiming to get more competitiveness as regards as the São Paulo States’ ones. Enterprises which take part to AGIVEST are small (in average 6 employees) with artisanal individualistic origins. They have limited technological development, especially due to the scarcity of resources to be invested in productive technologies, specialized skills acquisition or fashion designing. Such limits and constraints have been partly and gradually overcome through the cooperative strategy used by the SMEs. Apart Governmental incentives, the main motivation that led entrepreneurs to create AGIVEST was survival necessity, since they were so aware and concerned about the reality of an highly competitive market, dominated by large enterprises.

Knowledge Management within AGIVEST Network

One of the main benefits AGIVEST provided to SMEs was an environment of collective learning, issued from the interaction among enterprises. The socialization of knowledge about production techniques, market, new goods, technologies and management has caused significant changes, above all through incremental innovations in products and processes. Several network space (ba) for effective sharing of knowledge have been identified. According to the guidelines provided by Nonaka, Toyama and Konno (2002), each of these spaces acts as different ba, which promote actual platforms that facilitate the knowledge creation among network enterprises. One of these ba, especially for communication of tacit knowledge, is nurtured by visits entrepreneurs pay mutually to themselves. Through these visits, they identify improvement possibilities in production processes, in technologies and concepts which generate substantial profits. The Assembly, which takes place at least once a month, became a socialization context of useful knowledge for the network strategic choices. Decisions are made within a process of debate and reasoning for satisfactory choice to be taken. Informal conversation before and after the sessions allow debates about specific topics, issues in the production processes, information about a new supplier or representative, etc.

Since SMEs are contextualized within a community environment with intense social relationships, they often originate simultaneous friendships and businesses. Social gatherings – lunches and dinners – are generalized among entrepreneurs, employees and relatives that are also part of the network. These moments strengthen trust relationships, talks about opportunities, challenges for the future of the network and its enterprises. Business trips, visits and exhibition of products in fairs allow entrepreneurs to discover other experiences about market trends and challenges. By the way, when entrepreneurs participated in an exhibition of products of the AGIVEST network at Fenit (National Textile Industry Fair), held in São Paulo, they noticed that differentiated and sophisticated products had the highest demand. This market knowledge sounds so useful for strategic actions of the network. In order to enhance the managerial knowledge of network entrepreneurs, the State Government of Rio Grande do Sul provided 120-hour managerial training programs, in which entrepreneurs could learn and develop new concepts and techniques about corporate management. Through the network, they might observe process and production standards which should be adopted by all network enterprises in order to set up high quality level to the products of the AGIVEST brand.

Another learning space for AGIVEST is the creation process of the network strategic planning in which all entrepreneurs participate. Collective thinking, as in the case of the SWOT matrix (Strengths, Weaknesses, Opportunities and Threats), provides a vision of long-term network strategies. Thus, by involving all members in the definition of objectives, strategies, goals and schedules, this process, besides representing a learning opportunity, sets up a group commitment on performances and continuous bettering. Analysing the different interaction spaces (ba) within AGIVEST network, a context of strong interaction among entrepreneurs can be observed. This interaction, which mainly occurs informally and face-to-face, offers a valuable basis for the creation of knowledge. Under this perspective, a key factor for managers to socialize their knowledge is trust, built much more on informal relationships among actors of a network context than on formal or contractual relationships.

Learning process to upgrade strategic capabilities

The analysis of the AGIVEST case represents an effective process of knowledge creation through emergence of several ba within the network context, which would hardly be found whether SMEs would have acted individually. As a result there were essential knowledge assets for SME competitiveness, such as: new production concepts and know-how, new product designs, better understanding of the network operational scenarii, patent registration of brands, product specifications, knowledge about suppliers and representatives, knowledge about new technologies and raw materials. The collective learning through the network allowed SMEs to develop strategic capabilities, going from a local, reactive and short-term level to a national, pro-active and long-term level. The collaborative action of enterprises, for instance, the joint purchase of raw material directly from the factory, allowed an average reduction of 25% in the price of goods. The access to new representatives was also facilitated by the network, especially by exchanging information among enterprises.

From tactical to strategic though network KM processes

The socialization of better practices among SMEs has brought substantial gains in production processes, which for some enterprises represented a productivity increment up to 40%. Another example that shows the possibilities of learning for network entrepreneurs were the managerial training programs, provided by the State Government, which had the objective to develop new concepts of management for entrepreneurs. Finally, the collective action of SMEs through the AGIVEST network structuring should be highlighted, since it enhanced the strategic capability of the enterprises. This evidence shows that SMEs, which usually have a competitive disadvantage against the large transnational enterprises, can have their strategic capability strengthened by network collective actions.

Public Communication of Science & Technology. Issues

After many years of working in the area of the public communication of science, where do you think we’re heading?

In fact, after many years working in the public communication of science at the Scientific and Technology Cultural Center in Grenoble, in 1988 I got involved as a researcher in this field with the creation of the Research Laboratory on Scientific and Technical Communication and Information (LABCIS) and then, in 1989, at the University of Poitiers, with the International Network on Public Communication of Science and Technology, which held its international conference in 2004 in Barcelona and its conference in 2006 in Seoul, South Korea.

Where are we heading now? The scientific cultural action of the 1970s and 80s tried to deal with the discourse and practice of dissemination by affirming the power of questions posed by non-specialists. Since then, we have witnessed a movement very keen to promote scientific cultural centers and museums, especially in Europe and more extensively in the rest of the world. The basic slogan, which is a little tautological, was “science for science’s sake because science is essential in today’s world and it is absolutely necessary – indispensable – to disseminate it everywhere and to as many people as possible…” As if repeating this sentence were all it took to make the historic project of scientific dissemination a reality!

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Today they are still building “cathedrals” to celebrate science. But sometimes it seems like the celebration is more important than the sciences themselves.

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The Science and Culture Center in Shanghai is an immense concrete and glass monster where the space devoted to scientific exhibits is ludicrously small compared to the overwhelming size of the building. Why is that? Just to organize spectacular inaugurations? In general, what really works in terms of effective communication requires much less money and can usually be implemented through projects at the local and community level.

Except for some major success stories of certain science and culture centers, which are not necessarily the biggest or the most monumental, the effective cost per visitor, or what advertisers refer to as the “cost per thousand impacts”, is incredibly high in this field without any guarantee of quality results. It makes you wonder whether science, as it moves toward society and becomes so indispensable, necessary and legitimate, hasn’t ended up being isolated due to a lack of humility, a lack of understanding, even a lack of social and cognitive hybridization, as if it could, all by itself, redefine the world and diversity that never needed it to exist. As if all debates were defined based on science. What an imperialism!

Although much more is being invested in science, scientific vocations are still being lost in Europe, the United States and the world in general. What are we doing wrong?

It is a very serious problem that cannot be handled through persuasive communication alone. Of course, it is always possible to argue and complain that an understanding of science and technology is essential in today’s world. No one would dare affirm the contrary, or that you don’t need to study science at the university! However, the drop in the number of people enrolled in scientific majors at universities is a widespread reality. Instead of uselessly vociferating about how we need to turn this trend around, it would be better to try to understand why it is happening in today’s world.

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Why are people less eager to study the sciences? And why don’t we ask questions about science teaching and the widespread image of the sciences, especially in the media and at science and culture centers?

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In my opinion, the word “sciences” is used too much against what science really is, its methods and, to quote Gaston Bachelard, its problems. Problems are something that affect and touch everyone and can be used to get much closer to non-specialists. But why not focus on this marvelous potential instead of using a word that frightens, separates, selects and creates distance? Speaking of the sciences is like getting wrapped up in an authoritative discourse when the reality is that the sciences are basically critical, curious and irreverent, given that all truth is temporary until proven otherwise.

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How can a country deal with the so-called knowledge society if a good part of its population does not understand even the most basic scientific principles?

A very interesting question. But before I answer, what is this so-called “knowledge society”? In my latest book (Le réveil du samouraï, Dunod, 2006), I describe practices aimed at creating knowledge used by a growing number of the Japanese organizations I studied in the early 2000s. The translation of the main concept they use is “strategic communities for the creation of knowledge in collaboration” or, more simply, “knowledge communities”. These communities bring together a mixed group of players either face to face, over the Internet or a through mixture of the two. The members have different functions and natures, but share a common topic or interest and meet to contribute, exchange and create the knowledge they need.

This collaboration strategy implies there is a strong feeling of respect and courtesy toward the other members to be able to advance as a group toward the creation and enrichment of operative knowledge that is useful for all, in accordance with a virtuous logic of going ever deeper and constantly moving forward. They might be working in anything from healthcare and neighborhood life to economic objectives, but each party, the customers and the companies, obtain benefits. However, if the people involved do not participate voluntarily and because they believe in it, the process immediately breaks down and wears thin.

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Going back to scientific principles, at the risk of disappointing you, the truth is I can’t imagine how principles of biology and physics can be useful when it comes to forming part of society!

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However, things that seem much more necessary are the scientific method and scientific rigor, how to construct a reasoned argument, how to be critical and how to formulate a problem (going back to Bachelard)? We miss the point when the focus is on content as an end in itself, as if it were the be-all and end-all of the public communication of the sciences and even scientific culture.

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The questioning, the method, the stimulus involved in an investigation process are infinitely more beneficial for the intelligence of the people of today and the future than carts full of content and savoir non su”, as people said in the 1970s.

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For non-specialists, the possibilities of being able to prove a new or old scientific proposal are no higher now than they were in the past. Without any scientific baggage from school, all they can do is believe or reject what they are told and what is presented to them! Now I ask you, is that very scientific?

Will the power created by science make it the exclusive property of a select few?

I’m not sure if we should talk about the power created by science or the economic power generated by scientific options that are chosen because they are considered to be profitable! Scientists are rarely aware of this “power”. Most of them work to produce results without worrying about their impact or consequences. It is the public-relations people who then take charge of communicating the fact that a specific laboratory came up with something useful for society.

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The activity of producing scientific knowledge is extremely demanding and competitive. It is done at the planetary level in accordance with certain requirements that heavily favor the United Kingdom, the United States and Canada, which control the primary communication networks, i.e. the publication networks and the networks for the recognition of research findings. The result is a way of thinking and presenting research results that is impregnated with the specific peculiarities of a single culture and language. And that’s a fact.

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John Maddox, the former editor of Nature, said at a conference in Barcelona once that he tended to reject papers by French scientists because the first third of their articles were always devoted to contextualization and that, according to John Maddox, was just not scientific! I remember interviewing Dr. Rainer Flohl, who used to be in charge of the science section of Frankfurter Allgemeine Zeitung, who said without prompting that the articles of scientific journalists from the United Kingdom, the United States and Canada were childish and grievously lacking in contextualization. By that I just want to point out that not only economics, but also culture affects the sciences and how they are developed.

In some of your work you have highlighted the importance of the “why, how, when and where” of communicating with your audience. What is the ideal way to do this with the general public?

I was trying to insist on the need to reason strategically by first presenting the question of the purpose of the public communication of the sciences and then proposing a three-fold objective: creating ties between scientific communities and society, sharing knowledge by stimulating the intelligence and, finally, enhancing the creativity of non-scientists. The next question is how, i.e. the progress of the strategy? But this is predominately a rational question.

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The priority target audience for scientific dissemination should logically be the people that do not have access to the sciences and are the most removed from them.

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This is not the case of museum goers, science students, people who read specialized supplements and journals, and especially not the schoolchildren that help museums inflate their attendance figures! I’m not saying that school children shouldn’t be a target. Quite the contrary! I’m just trying to take a critical look at the matter.

Finally, the third part of the strategic rocket is tactics: the effective encounter with the public, which is where the decision is made, where the three purposes of scientific dissemination come together. This leads us to “when and where”. Tactics is the real criterion of the effectiveness of strategy.

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You can have the best intentions in the world (and sharing scientific culture is one of them), but if you are not capable of presenting them where “the decision is made”, you run the risk of failing miserably

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You’ve got the wrong approach to the problem! That’s why it’s more reasonable to forget about the scientific content in the beginning and concentrate more on aspects directly related to the target audience. In general, when you say, “We’re going to communicate about science,” you scare off the non-specialists, who figure it’s not for them or who think they might be thrust into a situation they simply do not understand. And I’m not talking about the legions of schoolchildren on an obligatory field trip who spend most of their time pressing one button after another to see if anything happens! Museum goers in general are either scientists or people who are convinced that scientific culture is important. And yet one of the real objectives of scientific dissemination is connecting with those people who would never go to a museum on their own initiative.

Coming up with questions together and moving jointly toward a solution is much more motivating and scientific than the professional promotion of closed, finished discourses that say what science has said, done and observed, and are written in stone and will never change. With this approach, the audience can do nothing but be passive and receptive and make no contribution other than to participate in trick scenarios where all they have to do is guess the answer.

And what about children?

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You could say that, due to their very nature, children are willing, curious and irreverent, which are all great scientific qualities!

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I’m afraid I form part of the sizable group of people who are disappointed by the way the sciences are being taught as dry, worn-out subjects, and how they are being used as a way of weeding people out and demonstrating authority and exclusivity. This is a reality that has caused so much damage it will be hard to fix, despite all the goodwill and inventiveness of public communicators of science.

The education system is so clogged up that enthusiastic teachers who really want to teach and make the scientific method accessible seem like UFOs flying overhead and, paradoxically, no one takes them seriously. On the other hand, there is an organized model with a good approach to the problem: the program La Main à la Pâte, which is a worldwide success and helps develop kids’ investigation skills.

What do you think are the best tools for efficient public communication of science?

Just to be the devil’s advocate, I would say no tool at all. I would go back to the power of the question, to respect for the people you’re talking to, to the importance of the collaborative effort. If you tell someone, “I’m going to explain everything to you and if you listen closely and learn what I tell you, you’ll know it all, though you won’t have any experimental proof”, that would be it. It would all be over. There would be no room for creation or for relationships because this kind of practice assumes there is one pre-existing truth (scientific, of course) and it’s just a question of admitting it. It’s sad because this doesn’t go anywhere; the dice have been tossed, as it were. We might as well say, “It’s all over. Amen!” How do you expect to be creative and get people involved in a process like that?

Communicating with the public on scientific topics is becoming more and more of a challenge. First of all, you have to spark the interest of the people you are talking to instead of trying to force them to learn dry content. Once again the principles and methodology of La Main à la Pâte strike me as being exemplary because they start with real questions kids ask about their day-to-day lives and their surroundings and not the kinds of questions raised with an approach where the kids have to guess what they’re supposed to say. With La Main à la Pâte, the kids continue by participating in real investigation and methodology that includes all the stages in the scientific process: stating the problem, expressing and communicating the results and discussing the matter.

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It’s necessary to engage kid’s curiosity and develop their ability to reflect, act, and expand their intelligence and independence instead of forcing them to learn dry content they’ll soon to forget.

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Finally, how can fraud in science be dealt with, bearing in mind that these frauds lead to a lack of trust and uncertainty in science among the general public? I’m referring to the case of the South Korean, Hwang Woo Suk, whose work was validated by some of the world’s most renowned scientific journals.

Because he was very close to the international validation system for scientific advances, i.e., because he had a very close relationship with the publication system, Robert Gallo was able to appropriate the discovery of the team of Frenchman Luc Montagnier of the Pasteur Institute through the abusive use of a sample he claimed was his own. And he did it to claim he was the first to identify the AIDS virus. Despite how hard it tried, the Pasteur Institute, supported by the French government, was not able to prevent Gallo from receiving scientific prestige and considerable royalties! Only because the United States is a great democratic nation where the press has real power was it possible to unmask the fraud.

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Discovering and exposing frauds is the job of scientists and, to some extent, journalists, because they form part of the world scientific system, the gigantic communication enterprise.

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Exposing a fraud can be a wonderful occasion to explain what science is, what it is not and how new scientific proposals are recognized. Investigators are men and women like everyone else who defend their own personal and cultural interests, not to mention their geopolitical interests. The fact that they are scientists does not excuse them from criticism. Humanizing science and scientists is always healthy. It creates a bond between them and common mortals!

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Alternative strategy for science communication

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'But where are the Cossacks?':

An alternative strategy for popularization

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Today's scientific and technological communication stakes are such that we can no longer be content with merely asking ourselves whether they are giving a faithful or a distorted image of the results of scientific activity, with a view to affording the modem man of breeding an extra smattering of knowledge.

Another way of looking at the problem is to ask how best the popularization of science and technology can be utilized to further a particular policy goal, and what strategic decisions need to be made to help bring that goal about. If we called on the conceptual armoury and strategic models to be found in the literature of bath the East and the West, we would be in line with this perspective.

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The destabilizing nature of progress

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The consequence of scientific and technical progress is to upset established economic, social and cultural 'equilibria'. On an international scale, this shows up in the shape of development opportunities for some, and as a factor of relative regression for others.

If the fruits of scientific and technical research go exclusively to laboratories and industry, we are sacrificing a considerable amount of cultural capital. Yet, given the necessity of spreading knowledge throughout the non-specialist community, it must be admitted that science centres are not very productive. Our aim is not to denigrate their efforts but to emphasize the fact that they preach to converted minorities, and to schoolchildren, who, by their very nature, form a captive audience. What about the wider general public who should be the main target of any enterprise in this field?

One of the major obstacles when trying to popularize on a wide scale is the manner in which communication between science and the general public is conceived and processed. How can we ensure that the information proposed is operational for lay people, and that it answers the questions they are asking themselves? Now let's be clear about this-the history of technology, the wonders of the ocean depths, the secrets of the galaxies, medical research, etc. will always be objects of fascination. But today's popularization must concentrate on the ways and means of enabling lay people to acquire a level of scientific and technical literacy and to apply it in their everyday lives.

It is more a question of ensuring a spread of intelligence than of a whole welter of information which, if it is only slightly removed from the original scientific formulation, is no more than a caricature of classroom teaching without the constraints which that normally entails. Jean-Marc Lévy-Leblond (1984) claims that 'the progress of freedom cannot be dissociated from the progress of culture'. An advance in the scientific and technical literacy of the individual is a condition for the furthering of democracy, and democracy is more a process than a de facto state of affairs. It is a question of strengthening the individual's capacity to understand the ins and outs of scientific and/or technological decision making as well as what is at stake, so as to be more able to participate in the process. It is a question of sharing out the intellectual treasures, the astuteness and the intelligence that lie behind advances in research in such a way as to benefit lay people in their everyday lives.

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Constraints of a mass-media society

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The strategy principles to be applied will have to come to terms with the media-led society in which we live. The systematic recourse to the techniques and strategies of the communications industry by all sections of society (Miège 1980) is a disruptive factor for the above-mentioned policy goal. How are we to know whether someone is informing the public or engaging in the self-interested promotion of an enterprise or research centre? This is made all the more difficult when it comes to science and technology as, most of the time, the advertisers involved also produce information themselves (Fayard 1988)!

The communications industry always situates itself with respect to the vital interests of the client. Dorothy Nelkin (1987) has identified the strategies used by scientific and technical advertisers - information is controlled and filtered at source and huge public relations campaigns are launched, backed up by crash training courses for the people called on to make public pronouncements. Inspired by the principles of the game of Go, the professionals of this strategy set up vast networks whose co-ordinated implementation is activated when the vital interests of their client are at stake. Using science centres, the sponsors follow a 'strategy of influence' (Fayard 1988) to promote their corporate image and to acquire or reinforce the public's confidence in that image. The confusion between public and private interests is skilfully stage-managed for the greater benefit of the communic­ations industry.

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'The clash between two modes of knowledge'

and 'the dynamic paradox of strategy'

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Jean-Marie Albertini (1985) suggests looking on popularization as 'a clash between two modes of knowledge', each with a finality specific to those involved, leading us to consider the problem of a dialogue between systems oriented in different directions. It is indeed the case that science does to a certain degree conflict with the way our everyday experience leads us to represent the world. Why should the Earth revolve around the Sun, when in everyday speech it is the Sun that figes in the east and sets in the west? By revealing what goes on behind what is perceived, science sometimes denigrates common sense; all the more so since the products of science actually do work.

The relationship between scientific knowledge and common knowledge is a conflict one. According to Edward Lutttwak (1987), this kind of relationship is governed by a linear logic, but by a paradoxical logic which inverts opposites according to what he calls the' dynamic paradox of strategy'. Popularization then is seen as causing the opposite effects to those it initially claimed to be aiming at. It confirms the divide between scientists and lay people rather than smoothing it out. 1 have elsewhere called this the 'perverse effect' of popularization, which results in the scientist being confirmed as a scientist and in the lay person being confirmed as an ignoramus (Fayard 1988). Quite naturally the latter concludes that science is indeed an extremely complex area - 'science is arcane' (Nelkin 1985) - reserved for people who are above average and who are to be trusted because they are very clever... This brings to mind what Baudoin Jurdant (1974) called the 'ideological function of popularisation, as a symptom of scientism'.

Linear logic is dominant in milieux that are homogeneous and pursue similar objectives-scientific research and higher education. But the more science moves away from its bases, its laboratories, specialist conferences and teaching structures, the more its field of action becomes heterogeneous and conflictual, the more its activity is governed by a paradoxical logic.

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Traditional popularization,

or Napoleon on the plains of

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The strategy of traditional popularization is a caricature of a model that Carl von Clausewitz describes well (Earle 1943). It involves seeking a head-on clash of the strongest on bath gicles by a direct approach, counting on a decisive battle to settle the outcome. Traditional popularization dressed in missionary's clothes seeks to impose true knowledge on the approximations and errors of common knowledge. For some people it comes clown to no legs than 'eradication' the false beliefs of the non ­scientist.

The efficacy of such a model supposes firm determination on the part of the attacking force and a balance of power clearly in its favour, but also the possibility of interaction. When it comes to popularization, the interaction (the battle), whence the superiority of scientific representations is meant to spring, practically does not happen. The popularizers cannot exclaim, like El Cid, 'and the battle ceased for want of warriors!' (Corneille, 1636), because there is no face-to-face confrontation! It is no use popularizers optimizing their weapons or developing spectacular gimmicks in so far as the other person, i.e. the mass of lay people, is not there, and all they are doing is speaking to an elite public that can get its information elsewhere!

Popularisers find themselves in the same situation as Napoleon going ever deeper into the steppes of Holy Russia seeking the decisive battle that will ensure him total political victory, except that the Cossacks-those who were meant to be vanquished or convinced-don't turn up (Fayard 1990a). Why on Earth should they, if it means being exposed to the tire of an aggressor who is at the height of his power and reputedly invincible? The same goes for the lay people who, when summoned to the cathedrals of public science, vote with their feet, preferring a football match, an evening at the pub or in front of the television rather than celebrating the glories of the past, present and future power of science, industry and governments.

Far from home base the popularizing offensive' gets out of breath, and once the 'culmination' (Clausewitz) is reached, the tide starts to ebb. The effort expended and forces deployed have merely modified representations that were ready to be modified before an audience that was already won over.

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Judging the forces involved

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The strategy error made by scientific popularization arises from a faulty diagnosis of the forces involved. The direct method is only viable if the forces of the aggressor are clearly superior. When popularizers venture into the do main of communicating with the public, far from their base and on a terrain that they do not control, they make the mistake of behaving like a superpower! They are labouring under the illusion that lay people have the same attitude to science as they do. Yet even if the layperson is willing to recognize the effective power of science to explain and influence the mechanics of reality, they are Dot necessarily willing to have is shoved clown their throats. This is why we claim that the ivory towers in which research shuts itself away are also built of social bricks that circumscribe it as if it were something strange and powerful (Fayard 1990b).

Among lay people, it is not the exploits of scientific explanation that serve as a reference point, but the memory of science in the classroom - a rigid, dogmatic science, spreading foregone conclusions and, what's more, serving as a means of selection and a justification of authority. Despite the enthusiasm of popularizers convinced of the fundamentally curious and creative nature of science and swept off their feet by this intellectual adventure, methodical doubt is hardly voiced in secondary teaching. Freed from the constraints of the classroom, the non-captive layperson is in a position to say 'No thanks, we've already clone our bit!'

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Toward an alternative strategy

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Paradoxical logic, absence of interaction and superpower mania are at the source of the strategy miscalculation of traditional popularization. The time has now come to sketch out an alternative which will enable us to get to grips with the policy objectives alluded to at the beginning of this paper.

If popularization is to avoid becoming a victim of paradoxical logic, it would become attuned to the daily preoccupations of the layperson with a view to injecting them with a homeopathic dose of scientific literacy. 'Within its element' (Mao Tse Tung), in a medium it blends into, it would avoid any risk of conflictual popularization. It would thus abandon the trench warfare of 'science versus common knowledge', and act no longer as a superpower but as a force for progress, mindful of the regular contribution it can bring to the well-being of lay people in their daily lives. If the interests of the latter are taken into consideration, interaction becomes natural since popularization follows the tide. This strategy of the invisible is based on the indirect model of strategy which 'strives to limit the battle to its simplest expression' (Liddel Hart quoted by Beauffre 1985), using indirect approaches in secondary theatres of operation, avoiding issues that might crystallize opposition.

The communication of scientific and technical information has everything to gain by a discrete approach. We should remember the precepts of Maréchal Foch (Beauffre 1985) - economize your forces (low input/high output); the security principle (avoid vulnerability resulting from over-exposing yourself); and freedom of action (avoid constraints and act with as much latitude as possible).

Scientific popularization being weak in the public domain, it must avoid any risk of setting of an 'arms race', which would put it at a disadvantage. As in the game of Go, it must keep the initiative, play where there is space and not attack the opponent where he is strongest, not try to condemn astrology or homoeopathy which are respectively rooted in an immovable need of the imaginary and a rejection of chemical medicine. Such a strategy alternative is opposed to the mass-media logic which guarantees maximum public exposure for governmental, scientific or economics spokespeople. The cultural return on such media hype is often in inverse proportion to the outlay involved.

In this way, scientific popularization will contribute to reverse progressively the spontaneous rejection of science communication by the layperson. It must prefer synergy to antagonism. But whatever it does, horoscopes will remain well established in the press!

Pierre Fayard. International Journal of Science Education, 1991, VOL. 13, NO. 5, 597-601. CONCLUDING COMMENT

References

ALBERTINI, J.-M. 1985, Les confessions d'un vulgarisateur devenu chercheur. ln Vulgariser: un défi ou un mythe (Ed. La Chronique Sociale, Lyon). /// BEAUFFRE, A. 1985, Introduction a la stratégie (Economica, Paris) /// CORNEILLE, P. 1636, Le Cid (Paris). /// EARLE, E. M. 1943, Makers of modern strategy (Princeton University Press, Princeton, NJ). FAYARD, P. 1988, La communication scientifique publique, de la vulgarisation a la médiatisation (Ed. La Chronique Sociale, Lyon). /// FAYARD, P. 1990a, Pensée stratégique et vulgarisation, in Alliage (Nice, September, No. 5). /// FAYARD, P. 1990b, Los cosacos no acuden nunca a la cita. Supplemento Ciencia y Techologia, La Vanguardia (Barcelona), April. /// JURDANT, B. 1974, L'idéologie de la vulgarisation scientifique. Ph.D dissertation, University Louis Pasteur de Strasbourg, France. /// LEVY-LEBLOND, J .-M. 1984, in La Recherche (Paris) June. /// LUTTWAK, E. 1987, Strategy. The Logic of War and Peace (Harvard University Press, Cambridge, MA). /// MAO TSE-TUNG, Ecrits militaires (Les Amitiés Franco-Chinoises, Pekin). /// MIEGE, B. 1989, La société conquise par la communication (Presses Universitaires de Grenoble, Grenoble, France). /// NELKIN, D. 1987, Selling Science, How the Press Cover Science (Freeman, New York).

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Russia