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1. GRER LE CHANGEMENT ORGANISATIONEL53-412-04Priode 1 Automne 2010Sance 5 Qui est concern: les acteurs du changement
Sylvie Charbonneau, charge de cours
Ral Jacob, professeur titulaire
Directeur, valorisation, transfert aux entreprises
et formation des cadres
HEC Montral
3. Plan de la sance Prsentation de notre invit
Retour sur le cas Domtar vs RRQ
Qui est concern: les acteurs du changement
La rsistance au changement: comment en faire le monitoring
La gestion des survivants
Le rle principal du cadre intermdiaire en contexte de changement: maintenir lengagement organisationnel
Lanalyse et le monitoring des stakeholders
Lacteur syndical: laffronter ou lassocier ?
4. Prsentation de notre invit M. Michel Martel
Anciennement chef de service de la logistique
Responsable de la gestion du changement
Projet ERPH
Entreprise :
Galderma, entreprise pharmaceutique, spcialise dans les produits dermatologiques
5. Cas Domtar vs RRQ Points de convergence et de divergence
4 conseils:
2 points que le priv peut apprendre du public
2 points que le public peut apprendre du priv
Ce qui vous a le plus surpris
6. Les acteurs et leurs ractions face au changement Quelques approches
7. DiscussionLa rsistance au changement ... en questions Normale ou anormale ?
Situationnelle ou historique ?
Diffrences socio-professionnelles ?
Peut-on agir efficacement sur la rsistance au changement ?
8. Proccupations centres sur le Destinataire Types, sources de rsistances
conomique
Psychologique
Socio-psychologique
Socio-organisationnelle
Identitaire
Organisationnelles
Application: Le malaise du management intermdiaire en contexte de rorganisation - Texte de Rouleau, Volume du cours.
9. Proccupations centres sur le Destinataire Types, sources de rsistances
conomique - raison d'exister
Psychologique - le travail en soi
Socio-psychologique - les relations sociales
Socio-organisationnelle - les rapports de pouvoir
Identitaire - les solidarits sociales
Organisationnelles - en lien avec les modalits d'implantation du changement
Application: Le malaise du management intermdiaire en contexte de rorganisation - Texte de Rouleau, Volume du cours.
10. La dynamique des motions et actions de gestion
12. Le modle des 7 phases de proccupations de Cline Bareil
14. Phase 1Indiffrence Dfinition
Ltape o les employs ne se sentent pas concerns par le changement
O ils sentent quils seront en mesure de rester dans leur zone de confort
Ils considrent que le changement nest pas pour eux.
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15. Phase 2Proccupations centres sur le destinataire Dfinition
Inquitudes relies aux impacts pour MOI.
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16. Phase 3Proccupations centres sur lorganisation Dfinition
Les inquitudes concernant le vouloir et la capacit de lorganisation grer, supporter et implanter ce changement.
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17. Phase 4Nature du changement Dfinition
Intrts pour le contenu du changement Quest-ce que tout cela veut dire ?
Questions sur la faon dimplanter le changement ?
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18. Phase 5Exprimentation Dfinition
Inquitudes quant leur efficacit personnelle, leur productivit
Questions sur les moyens prsents afin de fournir un soutien et une aide pour passer la transition.
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19. Phase 6Collaboration Dfinition
Inquitudes concernant la possibilit de collaborer et de partager leur exprience avec des collgues.
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20. Phase 7Amlioration continue Dfinition
Des questions sur la faon damliorer ce qui a t implant.
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21. tude de casConversation de cuisine ! Consignes :
Lire en groupe le dialogue
Discuter en groupe des phases de proccupation de chacun des acteurs Notes :
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22. Importance de mesurer les proccupations Mesurer o se situent les acteurs dans les phases de proccupations permet de :
Vrifier latteinte des objectifs de prparation au changement
Ajuster le tir en fonction de latteinte des objectifs
Adapter nos stratgies et moyens de gestion du changement au vcu des diffrents groupes dacteurs
Cibler les actions selon les groupes dacteurs Notes :
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23. Mesurer les proccupations Quelques moyens:
Entrevues individuelles (formelles ou informelles)
Discussions de groupe (focus groups)
Le mur des proccupations
Questionnaire test et prouv
utiliser diffrents moments cl dun projet de transformation
24. Le questionnaire Regroupement de plus de 400 noncs accumuls au fil des projets
Choix de questions en fonction des types de projet
Outil danalyse et de rapports
Version papier et Web
25. Comment une proccupation devient une rsistance ? Notes :
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26. Exemples de rsistances Faire des revendications
Attaquer et dtruire le diagnostic ou le plan daction en engageant des dbats sans fin
Contrler linformation
Refuser dexcuter une tche ou de suivre formation
Retourner aux anciennes mthodes ou maintenir le statu quo
Refuser de librer des ressources ncessaires au succs du projet
Faire la grve, du sabotage
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27. Le modle de 7 phases de proccupationsDcalage selon les groupes dacteurs Notes :
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28. Les acteurs du changement
Les cadres intermdiaires et de premier niveau
Traducteurs du changement
Que retenir du texte de
ROULEAU, Linda. Le malaise du management intermdiaire en contexte de rorganisation: clatement et renouvellement identitaire, p. 168-180.
29. Question Rflexion Contexte :
Vous tes cadre intermdiaire dans une entreprise qui vit un changement important.
Afin vous donnez une image plus prcise des proccupations de vos gens, vous avez convaincu les employs de rpondre un sondage sur les proccupations.
Vous avez la troublante et fcheuse surprise de constater que vous partagez les mmes proccupations que vos employs !
Que faites-vous ?
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31. Enqute Towers Perrin, 2004 (n = 15 000 des secteurs priv et public) Low Confidence in Managements Ability to Inspire and Lead The survey also shows that employees dont have strong confidence in senior managements ability to inspire and lead. For instance:
Just 41% think their senior management supports new ideas and new ways of doing things.
Only 40% think their senior management acts in a way thats consistent with their values.
Just 37% think senior management tries to be visible and accessible to employees.
Only 36% think senior management effectively communicates the reasons for important business decisions.
And a mere third believe senior management communicates openly and honestly to employees.
32. Et les survivants. Le cas dune mre de famille.
33. La semaine prochaine La mesure des rsultats dune transformation
Les dernires avancs
Retour sur la session