Following the fire in the Mont Blanc tunnel, a new regulation was passed requiring each tunnel of a study of its specific risks and, for the transit of dangerous goods, a comparison with the risks alternative routes. In the practical implementation of these new studies, the temptation was great to multiply and more sophisticated modeling of fires, scenario analysis, the probability calculations, the criteria for making rational choices ... Group working to develop good practices, which had both an extensive field experience and scientific instruments, has gradually converged to a specific doctrine of "reasonable use" of science by their place in the traditional arguments based on simple rules, but tough. Be described by the complex trade-offs made ​​between two logics, the logic "hyperrationnelle" and the pragmatic logic, which are always more or less tension in the regulation of risk.

Much has been said and written about work motivation since the advent of modern organizations. Management theories of motivation have focused their input on the identification of external stimuli that could be operated by organizations and over, the managers, with a view to stimulate the motivation of individuals. This article proposes a reversal of approach. Work motivation is understood as a highly dynamic individual resulting from the investment activities of three registers: Bonds, Initiatives and Aspirations. These three books are indispensable to each individual to work and are specific to each (the content varies from one individual to another) and are constantly changing, as and when they are actually invested and that the individual gets older. This conceptualization builds a new approach to the management of organizational motivation: the direction it proposes is to make each individual work of both the guardian and regulator of its Obligations / Initiatives / Aspirations.