{"id":2923,"date":"2015-10-19T09:31:44","date_gmt":"2015-10-19T07:31:44","guid":{"rendered":"http:\/\/opeo-conseil.fr\/actualites\/resoudre-les-problemes-une-question-de-culture-dentreprise\/"},"modified":"2025-01-21T10:21:46","modified_gmt":"2025-01-21T09:21:46","slug":"resoudre-les-problemes-une-question-de-culture-dentreprise","status":"publish","type":"post","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/resoudre-les-problemes-une-question-de-culture-dentreprise\/","title":{"rendered":"[TRIBUNE] R\u00e9soudre les probl\u00e8mes : une question de culture d\u2019entreprise ?"},"content":{"rendered":"
En consid\u00e9rant les probl\u00e8mes isol\u00e9ment, en les traitant rapidement, on fait progresser l’intelligence collective.\u00a0<\/strong><\/section>\n
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Pouvons-nous y \u00e9chapper ? D\u00e9velopper \u00ab l’intelligence collective \u00bb, \u00ab manager dans la complexit\u00e9 \u00bb, \u00ab concilier bien \u00eatre et performance \u00bb, se montrer \u00ab agile et cr\u00e9atif \u00bb dans une \u00ab entreprise lib\u00e9r\u00e9e \u00bb : autant d’injonctions manag\u00e9riales nouvelles qui, \u00e0 l’examen, constituent en r\u00e9alit\u00e9 autant de variations autour du m\u00eame enjeu fondamental : r\u00e9soudre les probl\u00e8mes !<\/p>\n

Commen\u00e7ons par la r\u00e9solution de probl\u00e8mes ! L’apparent d\u00e9pouillement de la proposition ne doit pas conduire \u00e0 sous-estimer sa puissance comme levier de changement.<\/p>\n

La r\u00e9solution de probl\u00e8mes, on pense tous en faire. Les managers estiment ainsi y consacrer beaucoup de temps. L’observation d\u00e9montre l’inverse : certes, ils d\u00e9bloquent des situations plus ou moins complexes, mais peu d’entre eux savent en tirer un apprentissage collectif, qui s’inscrira dans une am\u00e9lioration durable et partag\u00e9e de l’organisation. Conscients des attentes autour de cet exercice, les managers d\u00e9veloppent en cons\u00e9quence des palliatifs. Version \u00ab pompier \u00bb : je r\u00e9sous \u00ab \u00e0 la place de… \u00bb. Version \u00ab d\u00e9mineur \u00bb : je confie la r\u00e9solution \u00e0 un expert technique. Version \u00ab dirigeant d’usine \u00e0 gaz \u00bb : je la g\u00e9n\u00e9ralise \u00e0 d’autres probl\u00e8mes apparemment similaires.<\/p>\n

Autant de substituts qui h\u00e9las reviennent souvent \u00e0 complexifier davantage ou \u00e0 diff\u00e9rer plut\u00f4t qu’\u00e0 simplifier. Autant d’ersatz qui \u00e9vitent la convocation de l’intelligence collective.<\/p>\n

Chaque probl\u00e8me est unique<\/h2>\n

Au d\u00e9but des ann\u00e9es 2000, des approches \u00e0 l’instar du QRQC (Quick Response for Quality Control) venant du Japon ont \u00e9t\u00e9 introduites dans l’automobile en Europe avec des r\u00e9sultats tr\u00e8s probants, qui doivent tous nous questionner. Ces approches sont bas\u00e9es sur une hypoth\u00e8se simple mais forte : chaque probl\u00e8me est unique. Un leitmotiv : traitons les rapidement – on compte en jours – l’un apr\u00e8s l’autre, avec les bonnes personnes. Et \u00e7a marche : en g\u00e9n\u00e9ralisant les solutions et en en tirant des le\u00e7ons collectives, les probl\u00e8mes sont durablement \u00e9radiqu\u00e9s. L’intelligence collective progresse !<\/p>\n

Trois pr\u00e9-requis<\/h2>\n

Pour mettre en \u0153uvre efficacement ces approches, les pr\u00e9-requis sont de trois ordres : comportementaux, m\u00e9thodologiques et manag\u00e9riaux.<\/p>\n

Adopter les bons comportements : accueillir positivement les probl\u00e8mes sans chercher de \u00ab coupable \u00bb, savoir les poser et rester centr\u00e9 sur la question pos\u00e9e, aller vite dans la r\u00e9solution tout en prenant le temps de comprendre, \u00e9viter les solutions \u00ab toutes faites \u00bb, reconna\u00eetre la performance de la r\u00e9flexion collective, en rapprochant ceux qui sont concern\u00e9s plut\u00f4t qu’en sollicitant les \u00ab supers h\u00e9ros \u00bb. C’est aussi se plier \u00e0 des routines de coop\u00e9ration, c’est parler avec des faits, lib\u00e9rer la parole, \u00e9couter sans juger…<\/p>\n

<\/div>\n

S’astreindre \u00e0 respecter une m\u00e9thodologie pour cr\u00e9er des rep\u00e8res dans une r\u00e9flexion collective : ainsi poser un arbre de causes peut \u00eatre parfois per\u00e7u comme un d\u00e9saveu des experts. C’est en fait dessiner une feuille de route appr\u00e9hendable par chacun, un \u00ab GPS mental \u00bb pour stimuler des \u00e9changes efficaces.<\/p>\n

Manager autrement en cr\u00e9ant les conditions favorables \u00e0 l’efficacit\u00e9 des \u00e9changes : installer des \u00ab routines \u00bb fr\u00e9quentes, accepter la remise en cause de ses vues, suivre l’avancement, aider sans r\u00e9soudre, s’assurer que le groupe reste centr\u00e9 sur le probl\u00e8me initial et cherche \u00e0 l’\u00e9radiquer…<\/p>\n

Le poids de la hi\u00e9rarchie<\/h2>\n

La m\u00e9thode est claire, mais pr\u00e9suppose une vraie volont\u00e9 de changer les r\u00e8gles du jeu, tant la r\u00e9alit\u00e9 manag\u00e9riale en est souvent \u00e9loign\u00e9e : \u00e9changes – quand il y en a – alourdis par le poids de la hi\u00e9rarchie ou d’experts \u00ab incontestables \u00bb, entach\u00e9s de jugements, biais\u00e9s par des \u00ab non-dits \u00bb, \u00e9changes d’opinions plut\u00f4t que de faits… Autant d’entraves \u00e0 une r\u00e9flexion collective et \u00e0 une parole plus libre : tout l’enjeu est de les rep\u00e9rer, puis de les r\u00e9duire.<\/p>\n

L’effet induit par la d\u00e9marche est de stimuler le \u00ab collectif \u00bb : rapprochement des \u00e9chelons hi\u00e9rarchiques, reconnaissance de toutes les expertises, multiplication des rencontres, partage des erreurs, des id\u00e9es, des exp\u00e9riences et des apprentissages, sur fond de succ\u00e8s rapides.<\/p>\n

Des \u00e9l\u00e9ments porteurs, au del\u00e0 d’une meilleure performance, de nouvelles perspectives culturelles pour une comp\u00e9titivit\u00e9 retrouv\u00e9e.<\/p>\n<\/div>\n<\/section>\n","protected":false},"excerpt":{"rendered":"

En consid\u00e9rant les probl\u00e8mes isol\u00e9ment, en les traitant rapidement, on fait progresser l’intelligence collective.\u00a0 Pouvons-nous y \u00e9chapper ? D\u00e9velopper \u00ab l’intelligence collective \u00bb, \u00ab manager dans la complexit\u00e9 \u00bb, \u00ab concilier bien \u00eatre et performance \u00bb, se montrer \u00ab agile et cr\u00e9atif \u00bb dans une \u00ab entreprise lib\u00e9r\u00e9e \u00bb : autant d’injonctions manag\u00e9riales nouvelles qui, […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[64],"tags":[],"class_list":["post-2923","post","type-post","status-publish","format-standard","hentry","category-presse-en"],"acf":{"image":{"ID":2924,"id":2924,"title":"Philippe-David","filename":"Philippe-David.jpg","filesize":21896,"url":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/resoudre-les-problemes-une-question-de-culture-dentreprise\/philippe-david-2\/","alt":"","author":"1","description":"","caption":"","name":"philippe-david-2","status":"inherit","uploaded_to":2923,"date":"2020-08-21 17:43:33","modified":"2020-08-21 17:43:33","menu_order":0,"mime_type":"image\/jpeg","type":"image","subtype":"jpeg","icon":"https:\/\/opeo.consulting\/wp-includes\/images\/media\/default.png","width":612,"height":306,"sizes":{"thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David-300x150.jpg","medium-width":300,"medium-height":150,"medium_large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","medium_large-width":612,"medium_large-height":306,"large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","large-width":612,"large-height":306,"1536x1536":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","1536x1536-width":612,"1536x1536-height":306,"2048x2048":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","2048x2048-width":612,"2048x2048-height":306,"background-desktop":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","background-desktop-width":612,"background-desktop-height":306,"background-mobile":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","background-mobile-width":612,"background-mobile-height":306,"news":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","news-width":608,"news-height":304,"medium-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David-600x306.jpg","medium-thumbnail-width":600,"medium-thumbnail-height":306,"big-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David.jpg","big-thumbnail-width":612,"big-thumbnail-height":306,"card":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Philippe-David-600x306.jpg","card-width":600,"card-height":306}},"introduction":"

En consid\u00e9rant les probl\u00e8mes isol\u00e9ment, en les traitant rapidement, on fait progresser l’intelligence collective. Par David Machenaud, directeur associ\u00e9 d’OPEO et Philippe Grandjacques, senior advisor d’OPEO<\/p>\n","alt_title":"R\u00e9solution de probl\u00e8mes","short_description":"19 octobre 2015","author":{"ID":2646,"post_author":"3","post_date":"2020-09-15 14:53:58","post_date_gmt":"2020-09-15 12:53:58","post_content":"","post_title":"David Machenaud (short)","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"david-machenaud-short","to_ping":"","pinged":"","post_modified":"2025-08-25 16:46:49","post_modified_gmt":"2025-08-25 14:46:49","post_content_filtered":"","post_parent":0,"guid":"http:\/\/opeo-conseil.fr\/actualites\/member\/david-machenaud-short\/","menu_order":0,"post_type":"member","post_mime_type":"","comment_count":"0","filter":"raw"},"sector":["Industrie lourde et de process"],"expertise":["Strat\u00e9gie industrielle & restructuration","Performance et excellence op\u00e9rationnelle"]},"yoast_head":"\nR\u00e9soudre les probl\u00e8mes : une question de culture d\u2019entreprise ?<\/title>\n<meta name=\"description\" content=\"En consid\u00e9rant les probl\u00e8mes isol\u00e9ment, en les traitant rapidement, on fait progresser l'intelligence collective. Par David Machenaud, directeur associ\u00e9 d'OPEO et Philippe Grandjacques, senior advisor d'OPEO\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/opeo.consulting\/en\/actualites-publications\/resoudre-les-problemes-une-question-de-culture-dentreprise\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"R\u00e9soudre les probl\u00e8mes : une question de culture d\u2019entreprise ?\" \/>\n<meta property=\"og:description\" content=\"En consid\u00e9rant les probl\u00e8mes isol\u00e9ment, en les traitant rapidement, on fait progresser l'intelligence collective. 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