{"id":2950,"date":"2014-06-02T20:30:13","date_gmt":"2014-06-02T18:30:13","guid":{"rendered":"http:\/\/opeo-conseil.fr\/actualites\/comment-conduire-le-changement-en-entreprise\/"},"modified":"2014-06-02T20:30:13","modified_gmt":"2014-06-02T18:30:13","slug":"comment-conduire-le-changement-en-entreprise","status":"publish","type":"post","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/comment-conduire-le-changement-en-entreprise\/","title":{"rendered":"Comment conduire le changement en entreprise ?"},"content":{"rendered":"<p><strong>La question pour les entreprises n\u2019est pas de savoir s\u2019il faut changer mais comment le faire. Toutes ont un, voire plusieurs programmes en cours avec un co\u00fbt humain non \u00e9valu\u00e9 mais r\u00e9el. Pour le collaborateur, le changement est, la plupart du temps, subi. Pr\u00e9sent\u00e9 comme une obligation assortie de l\u2019habituel \u00ab on n\u2019a pas le choix \u00bb, il se laisse ballotter au rythme des vagues de transformation.<\/strong><\/p>\n<p>Le risque principal est d\u2019avoir un corps social qui pratique la r\u00e9sistance passive. Tant que le changement ne lui est pas impos\u00e9, il ne bouge pas, puis, contraint, il se r\u00e9signe. Mais, comme il n\u2019adh\u00e8re pas, il cherche plut\u00f4t \u00e0 ralentir et \u00e0 montrer que la nouveaut\u00e9 n\u2019apporte pas n\u00e9cessairement d\u2019am\u00e9lioration.<br \/>\nLa premi\u00e8re \u00e9tape d\u2019un changement r\u00e9ussi est le partage du diagnostic qui le rend n\u00e9cessaire. Il ne s\u2019agit pas seulement de transmettre la vision des dirigeants qui les conduit \u00e0 provoquer des transformations. Il faut laisser le temps aux acteurs d\u2019appr\u00e9hender le contexte, de comprendre le positionnement de l\u2019entreprise face \u00e0 ses concurrents et les risques engendr\u00e9s par le statu quo. La prise de conscience se fait en donnant des informations aux acteurs et en les amenant \u00e0 se questionner.<\/p>\n<p>Ce temps d\u2019appropriation est indispensable \u00e0 la mobilisation, mais il n\u2019est, la plupart du temps, pas pris. L\u2019impatience des dirigeants les pousse \u00e0 vouloir passer \u00e0 l\u2019action au plus vite. Ils sautent directement \u00e0 la fa\u00e7on de faire. Ils oublient qu\u2019ils ont pris eux-m\u00eames ce temps de r\u00e9flexion et m\u00fbri leur d\u00e9cision. D\u00e8s qu\u2019elle est prise, ils voudraient la voir appliqu\u00e9e. Sans se l\u2019avouer, ils redoutent ce que pourraient penser leurs collaborateurs. Dans le meilleur des cas, ils transmettent leur vision des choses avec une demande expresse aux \u00e9quipes de s\u2019ex\u00e9cuter. Comme s\u2019il suffisait d\u2019en \u00eatre convaincu eux-m\u00eames.<\/p>\n<p>A traiter les collaborateurs comme des ex\u00e9cutants, ils se comportent comme tels : des salari\u00e9s dont la premi\u00e8re pr\u00e9occupation est de ne pas se confronter \u00e0 leur chef tout en se pr\u00e9servant du mieux possible. Ils ont compris qu\u2019on ne leur demandait pas de r\u00e9fl\u00e9chir mais que le changement, c\u2019est \u00e0 eux de le mettre en oeuvre.<\/p>\n<p>Et les dirigeants, eux, quand changent-ils ?<\/p>\n","protected":false},"excerpt":{"rendered":"<p>La question pour les entreprises n\u2019est pas de savoir s\u2019il faut changer mais comment le faire. Toutes ont un, voire plusieurs programmes en cours avec un co\u00fbt humain non \u00e9valu\u00e9 mais r\u00e9el. Pour le collaborateur, le changement est, la plupart du temps, subi. Pr\u00e9sent\u00e9 comme une obligation assortie de l\u2019habituel \u00ab on n\u2019a pas le [&hellip;]<\/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":[17],"tags":[],"class_list":["post-2950","post","type-post","status-publish","format-standard","hentry","category-actualites-en"],"acf":{"image":{"ID":1060,"id":1060,"title":"Industry-VIGNETTE-400x400-1","filename":"Industry-VIGNETTE-400x400-1.jpg","filesize":45345,"url":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","link":"https:\/\/opeo.consulting\/en\/industry-vignette-400x400-1\/","alt":"","author":"1","description":"","caption":"","name":"industry-vignette-400x400-1","status":"inherit","uploaded_to":0,"date":"2020-08-21 17:43:38","modified":"2020-08-24 07:42:09","menu_order":0,"mime_type":"image\/jpeg","type":"image","subtype":"jpeg","icon":"https:\/\/opeo.consulting\/wp-includes\/images\/media\/default.png","width":400,"height":400,"sizes":{"thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1-300x300.jpg","medium-width":300,"medium-height":300,"medium_large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","medium_large-width":400,"medium_large-height":400,"large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","large-width":400,"large-height":400,"1536x1536":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","1536x1536-width":400,"1536x1536-height":400,"2048x2048":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","2048x2048-width":400,"2048x2048-height":400,"background-desktop":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","background-desktop-width":400,"background-desktop-height":400,"background-mobile":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","background-mobile-width":400,"background-mobile-height":400,"news":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","news-width":304,"news-height":304,"medium-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","medium-thumbnail-width":400,"medium-thumbnail-height":400,"big-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1.jpg","big-thumbnail-width":400,"big-thumbnail-height":400,"card":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/Industry-VIGNETTE-400x400-1-400x360.jpg","card-width":400,"card-height":360}},"introduction":"<p>Le changement ne peut se conduire qu&#8217;avec des \u00e9quipes convaincues qui doivent donc \u00eatre connect\u00e9es \u00e0 la vision strat\u00e9gique de l&#8217;entreprise.<\/p>\n","alt_title":"Conduite du changement","short_description":"02 juin 2014","author":false},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Conduite du changement en entreprise, une affaire d&#039;\u00e9quipes !<\/title>\n<meta name=\"description\" content=\"Le changement ne peut se conduire qu&#039;avec des \u00e9quipes convaincues qui doivent donc \u00eatre connect\u00e9es \u00e0 la vision strat\u00e9gique de l&#039;entreprise.\" \/>\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\/comment-conduire-le-changement-en-entreprise\/\" \/>\n<meta property=\"og:locale\" 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