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              <p>Le serious game est caractérisé, dans cet article, comme outil d’apprentissage organisationnel en gestion de crise. Il s’agit de déterminer dans quelle mesure c’est un outil pertinent pour la gestion de crise, et de mieux en définir les spécificités requises, suite à une étude de cas longitudinale menée pendant 5 ans au sein du Groupe Michelin, auprès des 120 cellules de crise du groupe. Nous démontrons qu’il permet à l’individu de se projeter dans des situations où travailler sur l’anticipation de l’improbable devient accessible à tous, pour mieux appréhender les situations extrêmes.</p>
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