Derrière l’apparent consensus de l’application du registre de la durabilité à la ville, notre recherche contribue à analyser, dans une perspective critique, ce que recouvre la locution de ville durable dans le champ de l’urbanisme. Nos investigations reposent tout d’abord sur l’étude des modalités d’émergence de l’expression, conjuguée à l’examen du traitement dont la notion fait l’objet dans la littérature scientifique et professionnelle. Nourrie du rapport dressé entre méditerranéité et pensée complexe (MORIN 1999), l’approche est ensuite incarnée au sein d’une ville méditerranéenne : Marseille. Elle se fonde alors sur l’analyse des représentations que les acteurs en charge de la fabrique urbaine se font de la ville durable, éclairant ainsi ce qui fonde leurs actions dans ce domaine. L’enjeu réside enfin dans la mise en regard de l’ensemble avec les conséquences matérielles, socio-spatiales et vécues des productions effectives. Celle-ci s'opère à travers un cheminement exploratoire sensible ponctué d’observations et de récits d’habitants, au sein d’un secteur dont les principes de réalisation sont rattachés à l’idée de ville durable. Notre parcours de thèse montre ainsi comment, exogène aux sphères de l’urbanisme, la notion de ville durable ne constitue pas un cadre suffisamment émancipateur et robuste pour permettre aux acteurs du champ de parvenir à un renouvellement des savoirs ni de s’affranchir des contraintes et tendances lourdes qui pèsent sur la fabrique urbaine. Il propose, ce faisant, une démarche écologique permettant d’explorer ce/ceux sur quoi/qui pourraient reposer la ou plutôt les durabilités urbaines et comment. / Whilst there seems to be a consensus on the feasibility of applying sustainability thinking to town and city development, our research contributes to the critical understanding of the notion of a sustainable city within the field of urban planning. We will begin with a study of the modalities of the emergence of this term, combining it with an analysis of the ways in which the notion is used in professional and scientific literature. Following on from the correspondence drawn between "méditerranéité" and complex thinking (MORIN 1999), our approach will then be embodied in the heart of a Mediterranean city : Marseille. Considering the mental pictures conjured up by the notion of sustainable city, we thus analyse the ways in which the elements of meaning previously highlighted are being used or not, interpreted, or even diverted, and how they influence decisions and actions. As the object of our work is the relationship between these and their material, socio-spatial and experiential impact, we then go on to conduct a sensitive exploration using observations and stories told by local residents within a sector in which actualisation principles are relating to the idea of sustainable city. This research shows, in the end, how the notion of sustainable city, which is exogenous to the domain of urban planning, does not offer a sufficiently emancipating or robust framework to allow the development of new “knowledge and know-how” or to outweigh the constraints and forceful trends that hinder the development of the town. This leads us to propose an "ecological" approach to explore what and whose contributions urban sustainability or rather sustainabilities might be built upon.

<p>Sammendrag</p><p>Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet.</p><p>Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse.</p><p>Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme.</p><p>Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt.</p><p>Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep.</p> / <p>Abstract</p><p>The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet?</p><p>We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership.</p><p>Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership.</p><p>In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.</p>

Sammendrag Problemstillingen i vår oppgave er som følger: Har aktørene i prosjekt innlandsuniversitetet et omforent felles mentalt bilde for utvikling av strategien og derigjennom felles visjon for utvikling av Innlandsuniversitetet. Vi har brukt ”den lærende organisasjon” som rammeverk for å belyse disse dimensjonene felles visjon og felles mentalt bilde. I tillegg har vi sett at enhver prosess avkrever ledelse. Gjennom kvalitative intervju med 11 sentrale personer som har vært eller er knyttet til prosjektet har vi gjort funn som tydelig peker på at aktørene i prosjektet mangler felles visjon og at de mangler en felles referanseramme. Dette skaper strategiske og ledelsemessige utfordringer, både på kort og lengre sikt. Vi vurderer det slik at Prosjekt Innlandsuniversitetet kan lykkes, men det krever at det tas noen kraftigere ledelsesgrep. / Abstract The subject in our thesis is as follows: Do the participants in the Project Innlandsuniversitetet have a shared mental picture of strategy development and by that a shared vision for the development of Innlandsuniversitetet? We have used “The Learning Organization” as a framework to enlighten the dimensions “shared vision” and “shared mental picture”. We have in addition observed that any process demands leadership. Through qualitative interviews with 11 key persons who have been or still is connected with the project we have made findings which clearly points out that the participants in the project are in lack of a “shared vision” and a “shared framework”. This leads to demands of strategy and leadership. In our view the project Innlandsuniversitetet can succeed, but it needs a stronger hand of leadership.