{"id":22388,"date":"2019-06-03T00:00:25","date_gmt":"2019-06-03T00:00:25","guid":{"rendered":"https:\/\/humanorganizations.com\/?p=22388"},"modified":"2019-10-18T15:58:52","modified_gmt":"2019-10-18T15:58:52","slug":"change-the-change-management","status":"publish","type":"post","link":"https:\/\/humanorganizations.com\/fr\/change-the-change-management\/","title":{"rendered":"Change the Change Management!"},"content":{"rendered":"

[vc_row row_type=\u00a0\u00bbrow\u00a0\u00bb use_row_as_full_screen_section=\u00a0\u00bbno\u00a0\u00bb type=\u00a0\u00bbfull_width\u00a0\u00bb text_align=\u00a0\u00bbleft\u00a0\u00bb css_animation=\u00a0\u00bb\u00a0\u00bb][vc_column][vc_column_text]Beaucoup de managers se trouvent face au d\u00e9fi de changer leurs organisations afin d’affronter de nouvelles circonstances. La majorit\u00e9 a d\u00e9j\u00e0 assum\u00e9 que leur r\u00f4le principal est celui d’agent de changement constant.<\/p>\n

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Mais\u2026 Par o\u00f9 commencer? Comment s’assurer d’obtenir une majeure probabilit\u00e9 d’adaptation en un temps minimum? Quelle est la meilleure vision et vers o\u00f9 regarder?<\/p>\n

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Beaucoup conna\u00eetront l’histoire de la personne qui cherche ses cl\u00e9s l\u00e0 o\u00f9 il-y-a de la lumi\u00e8re tout en sachant qu’elle les a perdues ailleurs. J’ai ici une proposition qui, j’esp\u00e8re, mettra la lumi\u00e8re l\u00e0 o\u00f9 il n’y en a pas encore.<\/p>\n

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J’aime particuli\u00e8rement un mod\u00e8le syst\u00e9mique qui se base sur le travail conceptuel du philosophe Ken Wilber, le cr\u00e9ateur de la Matrice Aqal.<\/p>\n

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Cette matrice part de la constatation que, \u00e0 chaque occasion, notre conscience d’\u00eatre humain est soumise \u00e0 un monde int\u00e9rieur, ext\u00e9rieur, individuel et collectif \u00e0 la fois.<\/p>\n

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Cette constatation donne lieu \u00e0 la cr\u00e9ation d’une \u00e9l\u00e9gante matrice de 4 quadrants<\/strong>:[\/vc_column_text][vc_single_image image=\u00a0\u00bb22536″ img_size=\u00a0\u00bbfull\u00a0\u00bb alignment=\u00a0\u00bbcenter\u00a0\u00bb qode_css_animation=\u00a0\u00bb\u00a0\u00bb][vc_column_text]Dans le quadrant Int\u00e9rieur\/Individuel nous trouvons notre type psychologique, nos valeurs et croyances individuelles, nos intentions<\/strong>, sentiments, nos intelligences (cognitive, \u00e9motionnelle, morale…) nos fa\u00e7ons de penser<\/strong> et de ressentir<\/strong> etc.<\/p>\n

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Dans le quadrant Ext\u00e9rieur\/Individuel nous trouvons notre type physique, nos comportements, nos actes<\/strong>, etc.<\/p>\n

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Le quadrant Int\u00e9rieur\/Collectif d\u00e9crit quelles sont nos valeurs et croyances collectives, nos coutumes, notre inconscient collectif, notre culture<\/strong>, etc.<\/p>\n

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Le quadrant Ext\u00e9rieur\/Collectif d\u00e9crit les syst\u00e8mes <\/strong>auxquels nous sommes soumis : social, politique, infrastructures etc.<\/p>\n

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Ces 4 quadrants sont li\u00e9s de fa\u00e7on syst\u00e9mique (ils ont une influence les uns sur les autres) et configurent la conscience de l’\u00eatre humain.<\/p>\n

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Comme managers, nous voulons \u00e9tablir un changement le plus t\u00f4t possible pour pousser les personnes \u00e0 agir de fa\u00e7on diff\u00e9rente afin d’obtenir un r\u00e9sultat diff\u00e9rent. La Matrice de Wilber nous offre 4 espaces de changement et ma recommandation afin d’ajuster le tir est de les travailler de fa\u00e7on simultan\u00e9e.<\/p>\n

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Proposons de nouvelles fa\u00e7ons de penser et de nouvelles attitudes gr\u00e2ce \u00e0 de diff\u00e9rentes cartes mentales, formations, conf\u00e9rences, coaching, conversations transformationnelles du propre manager, etc.!<\/p>\n

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Inspirons de nouveaux comportements \u00e0 travers la cr\u00e9ation et diffusion de la Culture Corporative et sa d\u00e9finition correspondante des valeurs!<\/p>\n

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Introduisons de nouvelles attitudes \u00e0 travers la cr\u00e9ation de nouveaux syst\u00e8mes (processus, Lean Management, EFQM, Six Sigma etc.)!<\/p>\n

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Encourageons de nouvelles actions \u00e0 travers d’objectifs individuels et en montrant l’exemple soi-m\u00eame.<\/p>\n

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Assurons-nous au maximum de la coh\u00e9rence et de l’alignement des 4 quadrants afin de fluidifier et stimuler le changement. Imaginons pour un moment, une culture corporative qui encourage la Confiance<\/strong> et qui cohabite avec un Syst\u00e8me qui promeut le Contr\u00f4le exhaustif<\/strong> avec un manager qui ne donne pas exemple de ce qu’il pr\u00eache<\/strong>. Le changement n’arriverait s\u00fbrement pas \u00e0 bon terme.
\nHeureusement ce n’est qu’un exemple…[\/vc_column_text][\/vc_column][\/vc_row][vc_row row_type=\u00a0\u00bbrow\u00a0\u00bb use_row_as_full_screen_section=\u00a0\u00bbno\u00a0\u00bb type=\u00a0\u00bbfull_width\u00a0\u00bb text_align=\u00a0\u00bbleft\u00a0\u00bb css_animation=\u00a0\u00bb\u00a0\u00bb][vc_column][vc_empty_space height=\u00a0\u00bb50px\u00a0\u00bb]Blog<\/a>[\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

Beaucoup de managers se trouvent face au d\u00e9fi de changer leurs organisations afin d’affronter de nouvelles circonstances. La majorit\u00e9 a d\u00e9j\u00e0 assum\u00e9 que leur r\u00f4le principal est celui d’agent de changement constant.<\/p>\n","protected":false},"author":1,"featured_media":22538,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[155],"tags":[],"class_list":["post-22388","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-non-classifiee"],"acf":[],"yoast_head":"\nChange the Change Management! - Human Organizations<\/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:\/\/humanorganizations.com\/fr\/change-the-change-management\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Change the Change Management! - Human Organizations\" \/>\n<meta property=\"og:description\" content=\"Beaucoup de managers se trouvent face au d\u00e9fi de changer leurs organisations afin d'affronter de nouvelles circonstances. 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