{"id":16234,"date":"2024-05-30T03:00:41","date_gmt":"2024-05-30T01:00:41","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=16234"},"modified":"2024-05-29T20:41:59","modified_gmt":"2024-05-29T18:41:59","slug":"editorial-innovation-vs-obstination-le-management-est-sans-doute-le-premier-frein-au-changement-dans-nos-entreprises","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/editorial-innovation-vs-obstination-le-management-est-sans-doute-le-premier-frein-au-changement-dans-nos-entreprises\/","title":{"rendered":"\u00c9ditorial \u2013 Innovation vs Obstination: le management est sans doute le premier frein au changement dans nos entreprises."},"content":{"rendered":"

Une des qualit\u00e9s que l\u2019on reconna\u00eet aux managers et entrepreneurs qui performent, c\u2019est la pers\u00e9v\u00e9rance. C\u2019est ce qui leur permet de s\u2019inscrire dans le temps long et de donner de la perspective \u00e0 leurs collaborateurs. Attention cependant\u2026 Cette capacit\u00e9 \u00e0 creuser un sillon dans la dur\u00e9e peut rapidement devenir une obstination qui nous pousse \u00e0 explorer des voies sans issue, ou en tout cas sans r\u00e9el potentiel de croissance. Or, nous avons besoin d\u2019innover en permanence. Et malgr\u00e9 le nombre de m\u00e9thodes et de s\u00e9minaires sur le sujet, il semble compliqu\u00e9 d\u2019inscrire le changement dans le quotidien de nos organisations qui sont aujourd\u2019hui plut\u00f4t en qu\u00eate de stabilit\u00e9 voire de s\u00e9r\u00e9nit\u00e9. Le premier facteur bloquant, c\u2019est souvent le leadership lui-m\u00eame. Vraiment? <\/p>\n

La r\u00e9alit\u00e9 du terrain est parfois cruelle. Comment d\u00e9velopper une vision strat\u00e9gique claire lorsque l\u2019on a en permanence le nez dans le guidon? Comment appr\u00e9hender une nouvelle fa\u00e7on de d\u00e9velopper nos activit\u00e9s lorsque le temps est une denr\u00e9e rare ? Comment \u00eatre bouscul\u00e9 dans nos certitudes lorsque l\u2019on \u00e9prouve la solitude de celle ou celui qui est en charge de la prise de d\u00e9cision d\u00e9finitive ? Nous avons collect\u00e9 trois petites recettes pour y arriver (ensemble, forc\u00e9ment).<\/p>\n

L\u2019agilit\u00e9 de l\u2019organisation, c\u2019est essentiellement l\u2019agilit\u00e9 de ses leaders\u2026<\/em><\/strong><\/h3>\n

Il n\u2019y a pas d\u2019organisation agile. Il n\u2019y a que des managers et des collaborateurs agiles, de temps en temps. Ce n\u2019est pas un \u00e9tat permanent car, autant se parler franchement, l\u2019agilit\u00e9 permanente est intenable. Parce qu\u2019elle est \u00e9puisante. Ce qui importe donc consiste \u00e0 d\u00e9velopper notre capacit\u00e9 \u00e0 alterner entre le changement et la stabilit\u00e9, entre l\u2019initiative et la temp\u00e9rance, entre la prise de risque et la s\u00e9curit\u00e9\u2026(et la liste est quasi infinie). Voil\u00e0 la d\u00e9finition du leadership agile qui nous semble mieux r\u00e9pondre aux besoins concrets de nos entreprises. Elles doivent pouvoir acc\u00e9l\u00e9rer quand elles le doivent, pour ralentir quand elles le peuvent. Comment savoir donc que le moment est opportun pour tel ou tel \u00e9tat d\u2019esprit? Il \u2018suffit\u2019 d\u2019entendre ce que nos clients, nos partenaires et, \u00e9videmment, nos travailleurs nous disent. Mieux encore, il s\u2019agit de les anticiper en se montrant r\u00e9ceptif aux attentes qu\u2019ils expriment, de fa\u00e7on timide parfois\u2026<\/p>\n

Echouer rapidement, toujours pas une option.<\/em><\/strong><\/h3>\n

Principe import\u00e9 directement de l\u2019univers magique des start-ups, le \u2018fail fast\u2019 n\u2019est pas vraiment d\u2019application dans nos organisations (en bref, il s\u2019agit de tester rapidement les id\u00e9es novatrices en les poussant \u00e0 l\u2019extr\u00eame afin que l\u2019\u00e9ventualit\u00e9 d\u2019un crash puisse appara\u00eetre aussi t\u00f4t que possible). Pourquoi donc ? Parce que nous n\u2019avons pas r\u00e9gl\u00e9 nos soucis existentiels avec le droit \u00e0 l\u2019erreur.<\/p>\n

Pendant ce temps, nous poussons les travailleurs et les entrepreneurs \u00e0 flirter avec l\u2019\u00e9chec, au nom de l\u2019apprentissage, et ce alors que notre culture ne l\u2019accepte pas. Soyons clairs : il n\u2019est pas n\u00e9cessaire de passer par la case Prison. Se prendre un mur n\u2019est pas n\u00e9cessairement formateur. Au contraire, cela s\u2019av\u00e8re syst\u00e9matiquement douloureux. Autant \u00e9viter. Prot\u00e9geons-nous d\u00e8s que nous avons la possibilit\u00e9 de contourner le ravin. Et prot\u00e9geons-nous de nous-m\u00eames en passant, puisque il est de notori\u00e9t\u00e9 publique que nous aimons jouer avec le feu?<\/p>\n

Pratiquer l\u2019open innovation pour \u00e9viter l\u2019aveuglement<\/em><\/strong><\/h3>\n

Reste encore la question de la confiance, cette petite chose fragile\u2026 Il n\u2019y a pas de certitude, sp\u00e9cialement lorsqu\u2019il s\u2019agit de changer le monde et les r\u00e8gles du jeu… Nous voulons plaider ici pour une pratique \u2018ouverte\u2019 de l\u2019innovation. De quoi s\u2019agit-il ? D\u2019accepter de sortir de notre cadre de r\u00e9f\u00e9rence, d\u2019aller voir ailleurs, de se faire (gentiment) bousculer par nos r\u00e9seaux lorsque nos collaborateurs manquent de fra\u00eecheur ou qu\u2019ils n\u2019osent plus nous confronter \u00e0 la contradiction\u2026<\/p>\n

B\u00e9n\u00e9ficier du soutien d\u2019un comit\u00e9 d\u2019avis externe est monnaie courante d\u00e9sormais. Il n\u2019est pas n\u00e9cessaire de disposer de comp\u00e9tences rares et d\u2019approches disruptives au sein m\u00eame de nos organisations. Elles sont d\u2019ailleurs souvent plus confortables en dehors de celles-ci. Encore faut-il que nous parvenions \u00e0 les utiliser efficacement \u00e0 chaque fois que nous les sollicitons. R\u00e9ussir la synth\u00e8se de leurs apports avec la continuit\u00e9 du quotidien est un art d\u00e9licat\u2026 et salvateur.<\/p>\n

Nous sommes nos propres limites. Parfois dans le refus de remettre en question les d\u00e9cisions ant\u00e9rieures, parfois dans l\u2019incapacit\u00e9 \u00e0 conserver un cap afin de ressentir une fois de plus l\u2019ivresse de la nouveaut\u00e9\u2026 Il n\u2019y a pourtant rien d\u2019impossible dans la conduite du changement, quelle que soit la taille de notre organisation. Les outils th\u00e9oriques et m\u00e9thodes sont l\u00e9gion. Aucun ne garantit cependant que nos chakras soient ouverts pour recevoir l\u2019\u00e9nergie de l\u2019\u00e9quipe, de la communaut\u00e9, du r\u00e9seau, de l\u2019univers\u2026 Alors, on se pose, on respire et on s\u2019ouvre tout simplement.<\/p>\n

Jean-Paul Erhard<\/p>\n","protected":false},"excerpt":{"rendered":"

Une des qualit\u00e9s que l\u2019on reconna\u00eet aux managers et entrepreneurs qui performent, c\u2019est la pers\u00e9v\u00e9rance. C\u2019est ce qui leur permet de s\u2019inscrire dans le temps long et de donner de la perspective \u00e0 leurs collaborateurs. Attention cependant\u2026 Cette capacit\u00e9 \u00e0 […]<\/p>\n","protected":false},"author":2,"featured_media":16235,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[65,62,10,2],"tags":[675,4061,116,25,1036],"yoast_head":"\n\u00c9ditorial \u2013 Innovation vs Obstination: le management est sans doute le premier frein au changement dans nos entreprises. - Peoplesphere<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/peoplesphere.be\/fr\/editorial-innovation-vs-obstination-le-management-est-sans-doute-le-premier-frein-au-changement-dans-nos-entreprises\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u00c9ditorial \u2013 Innovation vs Obstination: le management est sans doute le premier frein au changement dans nos entreprises. - Peoplesphere\" \/>\n<meta property=\"og:description\" content=\"Une des qualit\u00e9s que l\u2019on reconna\u00eet aux managers et entrepreneurs qui performent, c\u2019est la pers\u00e9v\u00e9rance. C\u2019est ce qui leur permet de s\u2019inscrire dans le temps long et de donner de la perspective \u00e0 leurs collaborateurs. 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