Changement prescrit / changement construit ?

Par Gérard Rodach, mardi 19 février 2008 à 21:21 :: Mieux gérer le changement permanent :: permalien #172

Nous continuons l'analyse de l'approche "Appreciate Inquiry"

Le contrepied

Cette approche prend le contre-pied du changement traditionnel ou changement "prescrit" :

Celui déployé par les états-majors qui nécessitent des efforts considérables du middle management pour le rendre intelligible aux équipes;
La conduite du changement qui impose le mouvement des acteurs qui font alors de la résistance passive (voire active)
Le changement par le monologue qui empêche l'intégration du bien fondé du changement imposé.

A ces approches contre-productives, l'"Appreciate inquiry" répond par

Le changement construit par les acteurs
L'accompagnement partagé du changement
Le changement par le dialogue.

Quid des résistances ?

Les principales résistances au changement sont liées à deux cas :

Quand le changement affecte les habitudes et les rites auxquelles sont attachés les individus
Quand les raisons rationnelles du changement ne sont pas comprises.

L'affectif l'emporte très souvent sur le rationnel. Les individus préfèrent que "cela ne change pas" tant qu'ils n'y trouvent pas leur intérêt (en termes de changement d'habitudes). Dans ce contexte, cette approche positive favorise la levée des résistances.

Elle permet aussi le développement d'un management plus participatif, plus délégatif (le management "Y" d'Hersey-Blanchard). Enfin, elle favorise la soumission librement consentie, c'est-à-dire à conduire les gens à faire librement ce qu'ils doivent faire.

L'un d'entre vous m'ayant demandé des données pour aller plus loin

Il existe un institut français de l'Appreciative inquiry (http://www.ressources-web.com/ai.html
Un livre en français : Jean Pagés "le coaching avec la méthode Appreciative Inquiry" (Editions d'Organisation)
Voici un court extrait de Wikipedia US (http://en.wikipedia.org/wiki/Appreciative_Inquiry) sur le sujet :

Appreciative Inquiry (AI) is a organizational development process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Appreciative Inquiry was developed by David Cooperrider of Case Western Reserve University. It is now a commonly accepted practice in the evaluation of organizational development strategy and implementation of organizational effectiveness tactics.''Appreciative Inquiry utilizes a 4-stage process focusing on:

DISCOVER: The identification of organizational processes that work well.
DREAM: The envisioning of processes that would work well in the future.
DESIGN: Planning and prioritizing processes that would work well.
DESTINY (or DELIVER): The implementation (execution) of the proposed design.2 3

The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of focusing your energy on fixing the 0.0001% that's wrong, AI focuses on how to create more of what's already working. The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment. The method aims to create meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities. It can be enjoyable and natural to many managers, who are often sociable people.

Enfin les coordonnées d'un court article de la Havard Business Review (http://hbswk.hbs.edu/archive/3684.html)

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