The end of change management[La fin de la conduite du changement]

Why is the concept of resilience entering the field of change management? What does it bring? Our ambition is to question what is at stake in the desire to lead a change and what the concept of resilience could bring to such an approach. Change management appears to be caught in a triangle of paradoxical tensions between the feeling that it is indispensable and unavoidable, while it almost systematically provokes resistance from the individuals concerned and the massive failure rate of the processes implemented is quite unexplained. Could resilience be the missing piece that would allow us to resolve these previously insoluble equations? To better understand what is at stake in this desire for change, these unexplained failures and this hope for resilience, we will try to identify and question our paradigm of perception and action, on which we believe our society is based (and therefore on which management and change management approaches are also based). The main observation is that our society is based on an ignorance of life and a reifying instrumentalisation of the living and the singular. By questioning the notion of resistance, which seems to be understood very differently in psychoanalysis and in management, it will be possible to better understand how the much feared resistance to change, which we most often wish to reduce and transform into acceptance by society, could finally be considered as good news. Good news because it is a manifestation of life. In conclusion, we propose to distinguish between two main forms of resilience: resilience based on the individual's capacity to adapt to a social context and resilience which is the expression of a living singularity which asserts its right to exist, associated with the idea of an ethical act in that it could have a collective echo contributing to the ethical adjustment of institutions.