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Quand le changement devient soluble ou l'idéologie managériale du changement organisationnel

Author

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  • Véronique Perret

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris sciences et lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

Le contraste des postures et des propositions de la recherche concernant l'étude du cynisme organisationnel permet d'engager une analyse critique sur la figure moderne du changement organisationnel. Tout d'abord le constat la multiplication d'attitudes et de sentiments négatifs (retrait, apathie, cynisme) exprimés par les individus en situation de changement. Ces divers « symptômes » peuvent être entendus comme des manifestations d'une souffrance organisationnelle, Ensuite, il convient de souligner l'ampleur et l'omniprésence que prend le changement dans la vie organisationnelle moderne. La permanence de ce phénomène dans les pratiques et les discours managériaux relève d'une idéologie qu'il est nécessaire d'analyser afin de mieux comprendre ce que peut révéler l'expression de souffrance organisationnelle. Enfin on peut s'interroger sur les clivages existants dans les postures de recherche sur le changement organisationnel. En s'appuyant sur une revue de la littérature sur le changement organisationnel et en mobilisant les travaux issus de la tradition critique cet article analyse de manière critique l'idéologie dominante du changement organisationnel. L'analyse critique développe l'idée que la pensée gestionnaire a accompli une double opération de dissolution et de résolution du changement organisationnel. Dissolution par la conception d'un changement permanent conçu comme un phénomène naturel plutôt que comme une construction sociale; résolution par la mise en place d'une idéologie du consensus. Cette vision d'un changement soluble est contestable et l'existence de souffrances organisationnelles en est un symptôme. Une requalification de la souffrance organisationnelle dans le champ des sciences de gestion, sera ici proposée pour fonder une recherche critique sur le changement organisationnel.

Suggested Citation

  • Véronique Perret, 2009. "Quand le changement devient soluble ou l'idéologie managériale du changement organisationnel," Post-Print halshs-00536297, HAL.
    • Handle: RePEc:hal:journl:halshs-00536297
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00536297
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    References listed on IDEAS

    as
    1. Véronique Perret, 2003. "Les paradoxes du changement organisationnel," Post-Print halshs-00536314, HAL.
    2. T. E. Stephenson, 1975. "Organization Development: A Critique," Journal of Management Studies, Wiley Blackwell, vol. 12(3), pages 249-265, October.
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    4. Haridimos Tsoukas & Robert Chia, 2002. "On Organizational Becoming: Rethinking Organizational Change," Organization Science, INFORMS, vol. 13(5), pages 567-582, October.
    5. Ralph D. Stacey, 1995. "The science of complexity: An alternative perspective for strategic change processes," Strategic Management Journal, Wiley Blackwell, vol. 16(6), pages 477-495.
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    8. Wanda J. Orlikowski, 1996. "Improvising Organizational Transformation Over Time: A Situated Change Perspective," Information Systems Research, INFORMS, vol. 7(1), pages 63-92, March.
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    1. CHABANI, Madjid & BOUCETTA, Mohamed, 2017. "La gestion du changement dans les organisations publiques algériennes [Managing Change in Algerian Public Organizations]," MPRA Paper 80118, University Library of Munich, Germany, revised 10 Jul 2017.
    2. Fasshauer, Ingrid, 2012. "Les interactions entre contrôle et stratégie : redéfinition du rôle des cadres intermédiaires et du levier interactif de contrôle," Economics Thesis from University Paris Dauphine, Paris Dauphine University, number 123456789/11150 edited by Berland, Nicolas.

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