{"id":2033,"date":"2020-08-12T14:58:56","date_gmt":"2020-08-12T12:58:56","guid":{"rendered":"https:\/\/ut6on4bvftp.preview.infomaniak.website\/?p=2033"},"modified":"2020-08-12T15:05:12","modified_gmt":"2020-08-12T13:05:12","slug":"pourquoi-ne-peut-on-pas-considerer-la-crise-du-covid-comme-un-modele-de-resilience-au-changement","status":"publish","type":"post","link":"http:\/\/webecome.ch\/en\/pourquoi-ne-peut-on-pas-considerer-la-crise-du-covid-comme-un-modele-de-resilience-au-changement\/","title":{"rendered":"Pourquoi ne peut-on pas consid\u00e9rer la crise du COVID comme un mod\u00e8le de r\u00e9silience au changement ?"},"content":{"rendered":"

[et_pb_section fb_built=”1″ _builder_version=”3.24″ custom_padding=”0px|||||”][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.25″ custom_padding=”||3px|||”][et_pb_column type=”1_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_post_title comments=”off” featured_image=”off” _builder_version=”3.24″ title_font=”Montserrat||||||||”][\/et_pb_post_title][et_pb_divider _builder_version=”3.24″][\/et_pb_divider][\/et_pb_column][et_pb_column type=”1_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.25″ custom_padding=”0px|||||”][et_pb_column type=”1_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/ut6on4bvftp.preview.infomaniak.website\/wp-content\/uploads\/2020\/08\/0-1.jpg” title_text=”0-1″ _builder_version=”4.5.6″ custom_padding=”0px|||||”][\/et_pb_image][et_pb_text _builder_version=”4.5.6″ _module_preset=”default” text_font_size=”12px”]<\/p>\n

Credit: New York Times – What Makes Some People More Resilient Than Others – Image Monika Aichele<\/em><\/p>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.25″][et_pb_column type=”1_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.5.6″ custom_padding=”||0px|||”]<\/p>\n

Apr\u00e8s une s\u00e9rie de conversations avec des cadres, des collaborateurs et des responsables du changement au cours de ces 5 derniers mois, il me semble que de nombreuses organisations consid\u00e8rent maintenant que leur personnel est dor\u00e9navant r\u00e9silient au changement en raison de la transition r\u00e9ussie vers le mod\u00e8le de travail \u00e0 domicile \u00e0 la suite de la crise du COVID.<\/p>\n

Le risque est que dor\u00e9navant les dirigeants se sentent autoris\u00e9s \u00e0 introduire des changements organisationnels et technologiques sans pour autant se sentir oblig\u00e9s de mettre en place un plan de conduite du changement.<\/p>\n

Supposer que les collaborateurs ont maintenant atteint un niveau accru de r\u00e9silience au changement est faux.<\/p>\n

 <\/p>\n

VOICI LES 3 RAISONS POURQUOI l\u2019ADOPTION R\u00c9USSIE DU MOD\u00c8LE DE TRAVAIL \u00c0 DOMICILE NE CHANGE PAS LES MODES DE RESILIENCE<\/strong><\/p>\n

Observons la crise que nous traversons tous pour comprendre les diff\u00e9rences entre les individus adoptant une nouvelle posture de travail en raison d\u2019une pand\u00e9mie mondiale et celles impliquant un changement organisationnel ou technologique.<\/p>\n

 <\/p>\n

1. La sensibilisation \u00e9tait \u00e9vidente et urgente<\/strong><\/p>\n

Lorsque vous faites une annonce relative \u00e0 un changement, la premi\u00e8re responsabilit\u00e9 des dirigeants qui m\u00e8nent l’initiative est de sensibiliser \u00e0 la n\u00e9cessit\u00e9 du changement.<\/p>\n

Le commanditaire doit fournir un message pr\u00e9cis qui r\u00e9pond aux questions des groupes touch\u00e9s : \u00abPourquoi?\u00bb “Pourquoi maintenant?” et “Quel est le risque de ne pas changer?”<\/p>\n

Or dans ce cas pr\u00e9cis, la prise de conscience du besoin de changement d\u00fb \u00e0 la pand\u00e9mie nous est venue des \u00absponsors\u00bb externes sous la forme de leaders mondiaux et de professionnels de la sant\u00e9. Les raisons \u00e9taient \u00e9videntes et le besoin de changement \u00e9tait directement li\u00e9 \u00e0 une urgence externe.<\/p>\n

 <\/p>\n

2. Le d\u00e9sir \u00e9tait intrins\u00e8quement motiv\u00e9<\/strong><\/p>\n

La deuxi\u00e8me \u00e9tape du parcours de changement individuel est celle du d\u00e9sir. C’est l\u00e0 que les employ\u00e9s arrivent au stade de prise de conscience de vraiment vouloir s\u2019engager dans le changement et de suivre le mouvement, plut\u00f4t que de r\u00e9sister.<\/p>\n

Le d\u00e9sir d\u00e9coule d\u2019une compr\u00e9hension individuelle de \u00abce qui est pour moi\u00bb quand il s\u2019agit d\u2019un changement. Dans le cas de la crise mondiale du COVID, le d\u00e9sir de travailler \u00e0 domicile n’avait rien \u00e0 voir avec la th\u00e9orie du changement individuel ou organisationnel.<\/p>\n

La raison pour laquelle les employ\u00e9s ont facilement adopt\u00e9 le travail \u00e0 distance ne se trouve dans aucun des livres sur la gestion du changement mais fait plut\u00f4t r\u00e9f\u00e9rence \u00e0 des besoins bien plus basiques telles que repr\u00e9sent\u00e9s dans la pyramide de Mashlow.<\/p>\n

Fondamentalement, en ce qui concerne la s\u00e9curit\u00e9 et la sant\u00e9, ce d\u00e9sir vient de notre \u00eatre int\u00e9rieur et non de notre hi\u00e9rarchie.<\/p>\n

Ainsi, corr\u00e9ler l\u2019adoption rapide du travail \u00e0 domicile que nous avons tous exp\u00e9riment\u00e9s avec des individus pr\u00eats \u00e0 adopter d\u2019autres processus, outils ou syst\u00e8mes organisationnel est tout simplement incorrect.<\/p>\n

\"\"<\/p>\n

 <\/p>\n

3. La fa\u00e7on dont les employ\u00e9s font leur travail n’a pas chang\u00e9<\/strong><\/p>\n

Pour la plupart des gens, le travail \u00e0 distance repr\u00e9sentait les m\u00eames t\u00e2ches et le travail avec les m\u00eames membres de l’\u00e9quipe qu’ils avaient dans l’environnement de bureau. Cette combinaison de sensibilisation et de d\u00e9sir provenant de sources externes a permis une adoption rapide de la modalit\u00e9 du travail \u00e0 domicile.<\/p>\n

Pour beaucoup, le travail est devenu une structure bienvenue ou un refuge contre l\u2019ins\u00e9curit\u00e9 associ\u00e9e \u00e0 la pand\u00e9mie elle-m\u00eame.<\/p>\n

Un dirigeant peut donc avoir des raisons l\u00e9gitimes de croire que son organisation n’a plus besoin d’adopter une approche structur\u00e9e pour introduire le changement. Mais le succ\u00e8s li\u00e9 \u00e0 l’adaptation des employ\u00e9s aux modalit\u00e9s de travail \u00e0 domicile pendant la pand\u00e9mie COVID est un cas exceptionnel.<\/p>\n

Ainsi l’obtention de suffisamment de temps et d’attention de la part des sponsors ex\u00e9cutifs pour soutenir les initiatives de changement est un grand d\u00e9fi auquel nous, les experts du changement, seront dor\u00e9navant confront\u00e9s suite \u00e0 la crise du COVID.<\/p>\n

 <\/p>\n

Le m\u00e9tier d’expert en changement a de l’avenir<\/strong><\/p>\n

Les dirigeants vont continuer \u00e0 introduire des changements n\u00e9cessaires pour que leur organisation survivent et prosp\u00e8rent. En tant que praticien(ne) du changement, vous pouvez aider \u00e0 \u00e9viter les probl\u00e8mes en \u00e9duquant vos dirigeants sur la vraie nature de la r\u00e9silience au changement et la d\u00e9velopper, au fil du temps, gr\u00e2ce \u00e0 une gestion efficace du changement.<\/p>\n

 <\/p>\n

\u00a0Isabelle Hudovernik<\/span>, 9 juillet 2020<\/span><\/p>\n

 <\/p>\n

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Contactez-nous !<\/p>\n

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Apr\u00e8s une s\u00e9rie de conversations avec des cadres, des collaborateurs et des responsables du changement au cours de ces 5 derniers mois, il me semble que de nombreuses organisations consid\u00e8rent maintenant que leur personnel est dor\u00e9navant r\u00e9silient au changement en raison de la transition r\u00e9ussie vers le mod\u00e8le de travail \u00e0 domicile \u00e0 la suite de la crise du COVID. <\/p>\n","protected":false},"author":3,"featured_media":2036,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"1200","inline_featured_image":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[21],"tags":[],"class_list":["post-2033","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-change-management-2"],"yoast_head":"\nPourquoi ne peut-on pas consid\u00e9rer la crise du COVID comme un mod\u00e8le de r\u00e9silience au changement ? 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