De l'autre côté de l'Atlantique, ils appellent cela des "Mavericks" -> www.fastcompany.com/3001535/maverick-your-compa...
Visiblement à la Mayo Clinic ils les valorisent...
Its rich history and sense of tradition notwithstanding, Mayo is not looking for homogeneous candidates when it comes to recruiting. Mayo values what it calls "jarring individuals," employees who question the status quo and shake things up. These Mayo mavericks—and the Clinic's ability to protect them and leverage their talents—are essential to Mayo's enduring success.
Here, Mayo Clinic is not alone. At DaVita (a leading kidney care provider), COO Emeritus Joe Mello told us, "You need mavericks. You should embrace them. They test the assumptions that you're managing with."
How can leaders protect mavericks in their organizations? Here is a punch list:
■create and empower autonomous "rapid action teams" (or "skunk works")—small cross-functional groups, trained and empowered with the resources and authority to launch path-breaking new products ("insanely great products," as Steve Jobs would say)
■recognize mavericks and their contributions in meetings, conferences, retreats, and other communications
■provide mentoring and coaching for mavericks, listening and helping them when they encounter roadblocks
■intervene when dust-ups occur between mavericks and others, reframing to focus on the goal instead of the dispute
■create a culture that celebrates piloting, experimentation, and pivots, and that allows or even welcomes failure (as an investment in learning and discovery)
■personally engage in innovation projects to show top-level commitment