IT projects are complex and often numerous challenges arise during the projects’ execution. The ten knowledge areas designed to support projects management more often challenge include the project management team to deliver the outcome on time. The present study tries to answer the question of whether the use of a technological management tool in project management can help to solve most problematic knowledge areas, and to meet the delivery deadlines. The author runs a case study at an IT consulting firm. The purpose for the study is to investigate if technologies can help to resolve these issues, and to recommend a project management tool for more efficient delivery time. In a two phased study, first, the author identifies the project management knowledge areas that may have impacted IT project delivery delays, and second, the author investigates if using a project management tool can solve the delivery time issue. Results from the first phase show that delivery issues emerged at different levels, namely: stakeholders, resources, scope, quality, and integration management.  To investigate if a management tool could help to overcome the delays in delivery, a selection of technological tools was made. Based on the results from the first phase so the technological tool integrates functions and features for stakeholders, resources, scope quality, and integration management. The interviewees then ranked three technological tools and shared opinions on possible adoption of any of these tools. Final analysis show that interviewees think that proposed technological tools can resolve some of the issues experienced in the projects: mainly, the transition between departments, resource allocation, to visualise the quality management, plan for communication with stakeholders, and clearer handling of the project’s requirements. In the final results from the second interview, the tool that can help to solve issues with the five most problematic knowledge areas, and thus the delivery delays issue, for the case company is Genius Project.

Cette thèse propose d’analyser les relations entre l’appropriation des outils de gestion et l’émergence et l’efficacité des stratégies collectives, qui ont cela de commun qu'ils sont deux facettes d’un objet propre aux sciences de gestion : l'action collective. Nous avons retenu comme terrain d’étude la transaction entre producteurs de lait et industriels, en France, qui est une transaction particulière imposant l’usage de nombreux outils de gestion. Le dispositif de gestion qui encadre la transaction est fortement remis en cause aujourd’hui. Nous avons abordé ce terrain selon plusieurs angles : une approche historique du dispositif construit par les acteurs, une approche par l’étude de cas pour éclairer les évolutions contemporaines de ce dispositif, et une approche par observation longitudinale des relations entre un collectif de producteurs et leur acheteur. Nous montrons ainsi que les dispositifs et les stratégies sont encastrés. Un dispositif de gestion national est le construit stratégique de représentants des acteurs de la filière. Il constitue le socle de règles qui encadrent la construction de dispositifs locaux. Nous montrons les allers-retours entre les adaptations nationales du dispositif et les appropriations locales des outils et les desseins stratégiques qui accompagnent cette interrelation. Nous montrons également que les rapports de pouvoirs entre acteurs sont finalement préservés. Nous montrons enfin que, si des stratégies collectives émergent à un niveau local, elles ne correspondent pas forcément aux intentions stratégiques initiales : les intentions stratégiques horizontales des représentants des producteurs, visant à la captation de la valeur ont échoué ou se sont transformées en stratégies émergentes verticales, visant à la création de valeur avec l’acheteur. Nous donnons deux explications à ce phénomène : 1. L’impossibilité des représentants des producteurs à mettre en place une structure collective leur permettant de faire évoluer le rapport de pouvoir avec leur acheteur. Cela est lié à la place prise par l’acheteur dans le modelage et l’appropriation des outils de représentation des producteurs et 2. Les apprentissages collectifs permis par l’appropriation des outils de gestion de la transaction : ils peuvent conduire à la reconnaissance d’une convergence entre intérêts des producteurs et de leur acheteur, et à la construction de nouveaux outils portant leur stratégie commune. Ainsi, les outils de gestion sont à la fois le moyen permettant la mise en place de stratégies collectives et le catalyseur de leur émergence. / This thesis analyses the relationships between appropriation of management tools, and emergence and effectiveness of collective strategies, which are two sides of one object in management sciences: Collective action. The chosen field of study is the transaction between dairy farmers and factories, in France. This transaction is particular because it requires the use of several management tools and because the management system that regulate this transaction has been reconsidered. Three approaches are used in this thesis: a historical approach of the management system, a case study approach to enlighten the current evolution of this apparatus, and a longitudinal observation approach of connections between a group of dairy producers and their customer. This thesis shows that management tools and strategies are embedded. The national management system is a strategic construct of value-chain’s representatives. It constitutes the basic rules that constrained local apparatus. The thesis reveals back and forth between the national adaptations of the apparatus and the local appropriations of the tools, and the strategic designs that lead this interrelationship. It also reveals that power relationships, in the end, persist. (Last and final summary in the thesis)

The aim of this study was to examine the managers view on how Covid-19 has affected the social cohesion in organizations. The questions that were in focus in this study was: How did managers experience that social cohesion has changed during Covid-19? Which tools has the managers used to manage the social cohesion during Covid-19? And also, what difficulties does the managers experience that exist around the social cohesion in the organization? The goal with this study was to illustrate the importance of social cohesion in organizations and it will enhance the awareness of management responsibilities. The research methodology follows the hermeneutic approach, which we use to conduct qualitative interviews with eight managers from different organizations. The study´s results have been analyzed based on Randall Collins' theory of interactive ritual chains, Thomas Scheff’s theory of social connections, and Göran Ahrne’s theory of organization.  The results show that the managers did not experience any change in the social cohesion during Covid-19. According to respondents, the new management tool introduced under Covid-19 were the digital tools, for example Teams. Managers experience that in order to strengthen social cohesion, it is increasingly important to express gratitude to employees.

Актуальность темы вызвана новыми тенденциями в гостиничной сфере, где теперь недостаточно быть просто хорошим отелем. Нужно быть лучшим. И именно такое понятие как качество сервиса это то, на что первым следует обратить внимание. Цель исследования: анализ и повышение качества сервиса в отеле Park Inn by Radisson Ekaterinburg. Для достижения поставленной цели были выполнены следующие задачи: изучена литература на тему исследования; охарактеризованы внутрикорпоративные стандарты Radisson Hotel Group направленные на обеспечение высококлассного сервиса; охарактеризованы внутренние стандарты по обеспечению качества сервиса в отеле Park Inn by Radisson Ekaterinburg»; проанализированы разработанные автором проекты, нацеленные на повышение качества сервиса; проведен анализ отзывов гостей на предмет качества сервиса. Для детального изучения предмета исследования были применены такие инструменты как: социологический эксперимент; сопоставлена важность материальных и нематериальны ценностей в отеле при помощи анкетирования, рассчитан коэффициент весомости показателей конкурентоспособности и сделан вывод, что сервис является одним из основополагающих показателей при выборе отеля потребителем. Постоянное поддержание высокого сервиса и его улучшение требует большого количества времени и внимания. Это непрерывные тренинги, поддержание и актуализация стандартов отеля, разработка новых проектов и многое другое. Поэтому в отеле была введена должность «Менеджер по сервису и качеству» специально для детальной проработки обеспечения сервиса всех предоставляемых в отеле услуг. Эту должность занимаю я, и в её рамках я занималась проведением мероприятий по улучшению сервиса. Семантический анализ отзывов гостей показал, что сервис в Park Inn by Radisson Ekaterinburg находится на высоком уровне и гости оценили его значительно выше, чем материальные показатели. Сервис – это неотъемлемая составляющая индустрии гостеприимства. Каждый этап взаимодействия гостя с отелем нельзя упускать из внимания. Park Inn by Radisson Ekaterinburg это современный международный отель, который понимает важность предоставления качественного сервиса своим гостям и активно занимается его совершенствованием. В условиях жесткой конкуренции недостаточно обеспечить правильное соблюдение стандартов обслуживания. Необходимо опережать ожидания гостя. Обеспечение высококачественного сервиса это непрерывная работа по анализу мнения гостей, отслеживанию новых тенденций обслуживания, работа с меняющимися потребностями потребителей и постоянная разработка новых проектов для привлечения и удержания гостей. / The relevance of the topic is caused by new trends in the hotel industry, where now it is not enough to be just a good hotel. You have to be the best. And it is important to pay attention to such a thing as quality of service. Purpose of the study: analysis and improvement of the quality of service in the hotel Park Inn by Radisson Ekaterinburg To achieve this goal, the following tasks were completed: studied literature on the research topic; characterized the internal corporate standards of the Radisson Hotel Group aimed at providing high quality service; characterized the internal standards for ensuring the quality of service at the Park Inn by Radisson Ekaterinburg "; analyzed the projects developed by the author aimed at improving the quality of service; an analysis of guest reviews was carried out for the quality of service. For a detailed study of the subject of research, the following tools were used: sociological experiment and questionnaires. Maintaining high service and improving it constantly takes a lot of time and attention. These are continuous trainings, maintaining and updating hotel standards, developing new projects and much more. Therefore, the position of "Service and Quality Manager" was introduced in the hotel specifically for the detailed study of the provision of service for all services provided in the hotel. I occupy this position, and within its framework I was engaged in carrying out activities to improve the service. Semantic analysis of guest reviews showed that the service at Park Inn by Radisson Ekaterinburg is of a high standard and the guests rated it significantly higher than material indicators. Service is an integral part of the hospitality industry. Each stage of the guest's interaction with the hotel should not be overlooked. The Park Inn by Radisson Ekaterinburg is a modern international hotel that understands the importance of providing quality service to its guests and is actively improving it. In a highly competitive environment, it is not enough to ensure that service standards are adhered to correctly. It is necessary to stay ahead of the guest's expectations. Providing high-quality service means continuous work on analyzing guests' opinions, tracking new service trends, working with changing consumer needs and constantly developing new projects to attract and retain guests.

Les projets d’aide internationale au développement sont extrêmement divers. Ils visent des objectifs multiples, prennent des formes variées, atteignent des dimensions très différentes et se déroulent dans des contextes très contrastés. Cette extraordinaire diversité suscite un discours méthodologique extrêmement normatif. En effet, concernant l’évaluation de la performance des projets, un seul dispositif est conçu dès le démarrage des projets et de façon invariante pour toute la durée de l’action. Les outils et les techniques de ces dispositifs sont censés collecter et traiter un grand nombre d’indicateurs également identifiés dès la création des projets à partir du « cadre logique ». Ces outils et techniques sont conçus par des instances éloignées du terrain, et redevables à l’égard de bailleurs de fonds. Dans la réalité, on constate cependant que même les projets dotés de moyens conséquents peinent à maîtriser le processus d’évaluation de la performance. Rares sont les praticiens qui réussissent à mener de bout en bout une évaluation de la performance. Plus rares encore sont les projets dont les comités de pilotages utilisent réellement les données issues de tels dispositifs d’évaluation pour éclairer leur décision. Pourtant, les évaluations de la performance sont systématiquement réalisées au sein de chaque projet d’aide internationale au développement. Cette thèse se propose d’expliquer les raisons d’un tel paradoxe. / International development assistance projects are extremely various. They have multiple objectives, take various forms and take place in contrasted contexts. This diversity causes a normative methodological discourse. Indeed, concerning the project’s performance evaluation, a single and unchangeable management tools is designed from the start to the end of project.This management tools is supposed to collect and process a large number of indicators also designed at the beginning, according to the project « logical framework ». Tools conceives far away from the project and accountable to the donors. In reality, it can be seen that even projects with substantial resources struggle to master the process of evaluating performance. Few practitioners are successful in leading an evaluation of performance. Even few are the projects whose committee leaders use, for making decision, data from such evaluation. However, performance evaluation are systematically carried out within each international development aid project. This research proposes to explain the reasons of such paradox.

Orientador: Cláudio Antonio Di Mauro / Resumo: O presente trabalho tem como objetivo compreender a forma como é realizada a fiscalização dos usos dos recursos hídricos no estado de São Paulo. Especificamente, busca demonstrar quais são os procedimentos adotados para a fiscalização e quais órgãos e estruturas estão envolvidos nesse processo. Outrossim, almeja apontar presumíveis dificuldades que limitam as ações fiscalizadoras e possíveis variações dessas ações em diferentes Diretorias de Bacias Hidrográficas, em função de suas peculiaridades regionais. Parte da hipótese de que a fiscalização dos usos de recursos hídricos não produz o resultado esperado, conforme preceitua a legislação vigente. Justifica-se pelo fato de que a fiscalização é um instrumento fundamental para a implantação das Políticas Nacional e Estadual de Recursos hídricos. Para a realização desta pesquisa foi adotada como área de estudo a Diretoria de Bacia do Peixe Paranapanema, componente do Departamento de Águas e Energia Elétrica (DAEE), porém, para otimizar o alcance dos objetivos foi estendida às Diretorias de Bacias do Médio Tietê e do Ribeira de Iguape e Litoral Sul. Os recursos metodológicos utilizados foram as pesquisas exploratória e qualitativa, associadas as pesquisas documental e bibliográficas, além de entrevista semiestruturada. Os resultados apontam que não existem padrões estabelecidos para as ações fiscalizadoras dos usos de recursos hídricos, que existem dificuldades limitadoras e variação das ações nas Diretorias de Bacias; sugerindo ... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: The objective of this work is to understand the way how it is done the fiscalization of the uses of water resources in the state of São Paulo. Specifically, it seeks to demonstrate the procedures adopted for inspection and which bodies and structures are involved in this process. Moreover, it aims to point out presumed difficulties that limit inspection actions and possible variations of these actions in different Watershed Directories, due to their regional peculiarities. It starts from the hypothesis that the supervision of the use of water resources does not produce the expected result, according to the current legislation. It is justified by the fact that supervision is a fundamental instrument for the implementation of National and State Water Resources Policies. To carry out this research, the Peixe Paranapanema Basin Directorate, a component of the Department of Water and Electric Energy (DAEE), was adopted as a study area. However, to optimize the achievement of the objectives, it was extended to the Basin Directorates Médio Tietê and the Basin Directorates of the Ribeira de Iguape e Litoral Sul. The methodological resources used were exploratory and qualitative research, associated with documentary and bibliographic research, as well as semi-structured interviews. The results indicate that there are no established standards for actions to supervise the use of water resources, that there are limiting difficulties and variation of actions in the Basin Directorates; sug... (Complete abstract click electronic access below) / Mestre

O uso de ferramentas de gestão favorece a eficiência de um negócio, uma vez que por meio da coleta de dados produtivos e financeiros um empresário consegue tomar as melhores decisões. Os bovinocultores de leite podem obter melhores resultados nos seus negócios ao coletar e analisar dados. Porém o uso de ferramentas de gestão por esta categoria de produtores se mostra incipiente por uma série de razões. Pesquisas sobre gestão em propriedades produtoras de leite no Brasil consideram, principalmente, aspectos produtivos e financeiros, não estudando outras ferramentas de gestão, como o planejamento. A microrregião de Franca, Estado de São Paulo, apresentou queda de 12% em número de propriedades produtoras de leite entre 2007 e 2015, porém houve aumento de 37% na produção. Este trabalho teve como objetivo identificar se a gestão ou a falta dela influencia os produtores de leite na tomada de decisão de continuar ou sair da atividade. Foi realizado levantamento bibliográfico sobre a gestão em propriedades produtoras de leite e encontrou-se que o empreendedorismo, o controle dos aspectos produtivos, a resiliência, os arranjos produtivos horizontais foram importantes na análise dos melhores resultados. Outro achado nos trabalhos estudados foi que os produtores de leite consideram fatores não econômicos ao tomarem decisões. Foram realizadas 25 entrevistas qualitativas com produtores de leite, nas quais se avaliou se a gestão era prática dos respondentes, quais ferramentas eram utilizadas por eles e se a gestão era decisiva para que eles continuassem na atividade. O estudo também objetivou saber quais eram os fatores não econômicos levados em consideração por eles ao decidirem expandir a atividade, manter como está ou sair da mesma. Ao avaliar as respostas, encontrou-se que o uso de ferramentas de gestão vai tornando-se mais sofisticado conforme aumenta o nível de escolaridade dos produtores. Os produtores de leite levavam em consideração fatores não econômicos (valores) no momento de tomar uma decisão, tais como: legado, tradição (herança), gosto pela vida no campo, gostar da atividade leiteira, independência etc. Eles consideravam, ademais, fatores econômicos, tais como: venda de animais, pagamento mensal e lucratividade. Ao que parece, o uso de ferramentas de gestão não teve influência direta na tomada de decisão do produtor em continuar na atividade, uma vez que produtores que não utilizavam qualquer ferramenta demonstraram interesse na continuidade, muito embora os produtores que utilizavam ferramentas de gestão eram os mais eficientes. / The use of management tools favors the efficiency of a business, once production and financial data can be used for the entrepreneur to make better choices. Dairy farmers can get better results in their business by collecting and analyzing data, but the use of management tools by dairy farmers is different when there´s a comparison between the farmers, due to a number of reasons. Researches on management in dairy farmers in Brasil mainly consider productive and financial aspects and there´s a lack of studies on management tools, such as planning. There was a decrease of 12% in number of dairy farms in micro region of Franca, São Paulo State, between 2007 and 2015, but, at the same time, there was a 37% increase in production. This work had as objective to identify if the management or the lack of it influences the dairy farmers in the decision making to continue or leave the activity. It was made a survey about management practices on dairy farmers at the literature and it was found that entrepreneurship, control of productive aspects, resilience, and horizontal productive arrangements were important in the analysis of the best results. Another finding in these studies was that dairy farmers consider non-economic factors when making decisions. 25 qualitative interviews were conducted with dairy farmers in which it was evaluated whether the management was practiced by the respondents, which tools were used by them and if management was decisive for them to continue in the activity. This study also objected to know what were the non-economic factors taken into account by them when deciding to expand the activity, to maintain as it is or to leave. When evaluating the answers, it was found that the use of management tools is becoming more sophisticated as the level of education of the farmers increases. Dairy farmers took into account non-economic factors (values) at the moment of making a decision, such as: legacy, tradition (inheritance), enjoy working in rural areas, enjoy the dairy activity, independence etc. They considered, in addition, economic factors, such as: sale of animals, monthly payment and profitability. It seems the use of management tools had no direct influence on the decision of the dairy farmer to continue in the activity, since farmers who did not use any management tools showed interest in the continuity. Although those farmers that used management tools were the most eficiente.

Au lendemain de la crise financière de 2008, les autorités se sont emparées de la question du risque de contrepartie associé aux produits dérivés de gré à gré. Les dix années qui se sont écoulées depuis permettent de dresser le bilan de l’efficacité du cadre règlementaire alors mis en place. Cette étude s’attache à cartographier les différents éléments qui composent ou alimentent le risque de contrepartie en matière de dérivés de gré à gré et analyse l’efficacité des diverses techniques déployées pour le gérer. Les outils de gestion utilisés en matière de dérivés de gré à gré afin d’atténuer le risque de contrepartie reposent sur une pluralité de mécanismes juridiques (légaux ou contractuels). Si certains sont à la libre disposition des parties, d’autres leur sont imposés par la règlementation. Tous ces instruments participent – seuls ou conjointement – à atténuer réellement le risque de contrepartie. Mais chacun d’eux ne traite néanmoins qu’un aspect particulier de ce risque et aucun ne permet de l’annihiler totalement. Certaines situations viennent même parfois perturber l’efficacité des outils de gestion du risque de contrepartie et anéantissent leurs effets bénéfiques. On comprend in fine que la gestion efficace du risque de contrepartie suppose le respect de trois étapes : l’identification des risques attachés à chaque opération en présence doit précéder l’élaboration des outils de gestion en vue de leur atténuation, laquelle suppose enfin la prévention du risque d’inefficacité des outils utilisés. Dans tous les cas, la gestion du risque de contrepartie en matière de dérivés de gré à gré s’avère non seulement imparfaite mais aussi éminemment fragile. / Ln the aftermath of the 2008 financial crisis, the authorities tackled the issue of counterparty risk associated with OTC derivatives. The ten years that have passed since then allow us an opportunity to take stock of the effectiveness of the regulatory framework then put in place. This study aims to map the different elements that make up or feed the counterparty risk in OTC derivatives and analyzes the effectiveness of the various techniques deployed to manage it. The management tools used in OTC derivatives to mitigate counterparty risk rely on a variety of legal mechanisms. If some are at the free disposal of the parties, others are imposed by the regulations. All these instruments participate -alone or jointly-in actually mitigating the counterparty risk. But each of them only deals with a particular aspect of this risk and none of them can completely neutralise it. Some situations even sometimes disrupt the effectiveness of counterparty risk management tools and negate their beneficial effects. Ultimately, it is understood that the effective management of counterparty risk requires three stages: the identification of the risks attached to each operation, followed by the development of relevant management tools with a view to the mitigation of such risks, and finally steps to avoid the risk of inefficiency of the tools used. ln any case, counterparty risk management in OTC derivatives is not only imperfect but also eminently fragile.

Alors même que les outils de gestion et systèmes d’information sont de plus en plus nombreux, certains auteurs en gestion pointent du doigt un manque de cohérence dans l’organisation pouvant conduire à une baisse de performance. La quête de cohérence doit alors être repensée, pour développer un contrôle de gestion capable de remplir à nouveau sa mission.Notre recherche porte sur le cas d’un groupe de concessions automobiles qui présente la particularité d’être multi-marque et en pleine phase de développement. La thèse revisite ainsi les fondamentaux du contrôle de gestion et apporte un nouvel éclairage en mobilisant la notion d’objet-frontière,en tant que médiateur et vecteur de coopération en l’absence de consensus dans l’organisation. Les résultats de la recherche tendent ainsi à montrer que les outils de gestion ayant les propriétés d’un objet-frontière,sont plus aptes à contribuer à la cohérence dans l’organisation. / Although information resource management and management tools are becoming more and more numerous, the management points to a lack of coherence in the organization that could lead to a decrease in performance. The search for coherence should be reconsidered to develop management control to be capable of fulfilling its primary mission. Our research focuses on the case of a group of automotive dealerships who has the distinction of being multi-brand and in full development phase.The thesis revisits the fundamentals of management control and provides new insights by engaging the concept of boundary object, as a mediator and co-vector in the absence of consensus within the organization.The research results thus suggest that the management tools with the properties of a boundary object, are more likely to contribute to the coherence in the organization.

Souvent conçus à l'extérieur des organisations, la question de l'appropriation des outils de gestion à l'intérieur des organisations se pose. Comprendre l'appropriation d'un outil de gestion ne se limite pas à en observer l'usage. Les étapes préalables à l'usage, qui ont conduit à l'adoption de l'outil, doivent être appréhendées. Afin de ne pas occulter les interactions entre outil(s) et acteur(s), il est essentiel de considérer l'outil comme inséré dans un dispositif, un ensemble d'objets, de règles et d'acteurs. Enfin, observer le passé et le présent sans envisager le futur est en contradiction avec une conception de l'organisation comme en perpétuelle construction. Afin de prendre en compte l'ensemble de ces aspects, cette thèse développe une méthode d'observation, pour caractériser la trajectoire d'appropriation d'un dispositif de pilotage dans une organisation. Trois étapes sont essentielles : la caractérisation des dispositifs, une analyse ex ante de ce qui a conduit à cet état, et l'identification des capacités de l'organisation en termes d'appropriation. Ces trois analyses combinées permettent d'envisager une trajectoire appropriative pour le dispositif étudié. Appliquée aux dispositifs de pilotage de la recherche à l'université, cette méthode révèle un découplage de forme et de sens entre les dispositifs de pilotage des laboratoires et celui de l'administration centrale. Ce découplage, certes inévitable du point de vue institutionnel et organisationnel, est en fait utile pour le processus d'appropriation ; c'est un temps de latence qui permet la construction de sens et de forme. Pour prolonger ce processus d'appropriation, l'université doit développer les capacités d'appropriation, en favorisant les interactions. En effet, sans un re-Couplage lâche des dispositifs de pilotage de la recherche, un processus de déconstruction de sens risque de s'enclencher. / Often designed outside organizations, questions on the appropriation of management tools within organizations emerge. Understanding the appropriation of a management tool goes beyond observing its use. The stages prior to its use – which have led to the adoption of a tool – must be addressed. To avoid obscuring the interaction between the tool(s) and the stakeholder(s), it is essential to consider the tool as embedded in an arrangement, a configuration of objects, rules and stakeholders. Finally, analyzing the past and the present without looking to the future conflicts with the concept that an organization is constantly evolving. To take account of all these aspects, this PhD thesis develops an observation method to identify the trajectory of appropriation of control arrangements within an organization. There are three essential phases: the characterization of the arrangements, an ex ante analysis of what led to the situation, and the identification of the organization's capacity as regards appropriation. Combining these three analyses makes it possible to envisage a trajectory of appropriation relative to the arrangement studied. Applied to the control arrangement of research in a university, this method reveals the decoupling of form and sense between laboratories' control arrangements and those of central administration. This decoupling is undoubtedly inevitable considering the institutional and organizational perspectives. It is also useful for the appropriation process; it is a latency period which enables the construction of sense and form. To extend the appropriation process, the university must develop its appropriation capacities by promoting interactions. Indeed, without loosely re-Coupling management control arrangements relative to research, a process of deconstruction of sense could be triggered.