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Manager sans a priori

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  • Antoine Véniard

    () (Métis - Métis - Ecole de Management de Normandie)

Abstract

Il n'y a pas que la défense des intérêts et des jeux de pouvoir qui bloquent le processus de réforme d'une entreprise. Il y a aussi les habitudes de penser, ou ce qu'il convient d'appeler les représentations, qui sont en entreprises les schémas mentaux qui induisent les modes de relations et qui exemple ancrent dans les esprits, et de façon parfois durable, les modes opératoires. La question des représentations apparaît de façon sensible lorsqu'un processus de changement est engagé. Pourquoi ? Parce que les groupes s'identifient souvent à leurs modèles (façon de faire, de penser, de se comporter...) et à leurs représentations, et cet effet se renforce dès que l'on essaie de les changer. Ces modèles deviendraient, lors d'un processus de changement, un système de défense après avoir été conçus comme un système d'action...

Suggested Citation

  • Antoine Véniard, 2011. "Manager sans a priori," Working Papers hal-00581581, HAL.
  • Handle: RePEc:hal:wpaper:hal-00581581
    Note: View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00581581
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    1. repec:dau:papers:123456789/3293 is not listed on IDEAS
    2. Olivier Favereau, 1989. "Organisation et marché," Revue Française d'Économie, Programme National Persée, vol. 4(1), pages 65-96.
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