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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Rescooped by Anne-Laure Delpech from Trust in leadership
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Conquering The Enemies of Innovation: Silence and Fear

Conquering The Enemies of Innovation: Silence and Fear | Management et organisation | Scoop.it
What's the biggest impediment to innovation within an organization? Fear.
Via Richard Andrews, Fabrice De Zanet
Anne-Laure Delpech's insight:

Pour innover, il faudrait créer un environnement dans lequel les salariés n'auraient plus peur de s'exprimer, de proposer des idées et suggestions. 

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Cruise Line Class's curator insight, December 11, 2012 10:03 PM

Great article!  It is crucial that your executive team creates an enviornment where you leave titles at the door.  All leaders much be coachable, and willing and open to listen to ideas, observations, and suggestions.

 

When fear is present, innovation and new ideas from all levels are absent.

Cruise Line Class's comment, January 19, 2013 10:23 AM
Dear Anne'Laure, I completely agree!!
Rescooped by Anne-Laure Delpech from Management de demain
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Les valeurs de l'entreprise 2.0 !

Les valeurs de l'entreprise 2.0 ! | Management et organisation | Scoop.it

"l’entreprise 2.0 est associée à une autre valeur : l’altruisme. Elle favorise la collaboration, le partage, la circulation de l’information, la conversation. Très souvent, quand je parle avec des personnes qui doutent fortement de l’incarnation de ces notions en entreprise, elles me posent la question suivante : pourquoi quelqu’un partagerait-il ce qu’il sait avec un autre ? Qu’a-t-il à y gagner ?"".


Via Geemik Maria Açucena Da Silva
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pbernardon's curator insight, December 12, 2012 4:40 AM

Dans une économie de la relation la notion de partage du savoir est primordial pour atteindre les objectifs demandés.

 

Comme métaphore, je dirais qu'allumer la bougie de son voisin avec la sienne permet aux deux protagonistes d'avoir 2 fois plus de lumière....

 

Rescooped by Anne-Laure Delpech from Amélioration Continue (Coffre d'outils -- Toolbox)
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Defining Problems SMART-ly

Defining Problems SMART-ly | Management et organisation | Scoop.it

Accurate problem statements save time and effort by focusing the team on root cause identification. A well-stated problem statement is a clear and concise statement that describes the symptoms of the problem to be addressed. It speeds a robust corrective action process by identifying potential root causes and eliminating bias and noise.

 

Unfortunately, many don’t take the time to accurately define the problem. Here are three common errors in defining a problem:

 

1. Stating a solution in the problem statement
Bad – We need a new furnace because it doesn’t stay warm.
Good – The temperature is 20 degrees below specification.

 

2. Too large of a problem
Bad – The quoting process takes too long.
Good – The spare part quoting process takes 5 business days.

 

The truth of the matter is that the more specific the statement, the better the chance the team has of solving the problem. Accurate problem statements save time and effort when they contain all these elements:
- Keep it brief

- Avoid technical language

- Quantify the problem – Don’t solve it!

- Explain the costs

- Define the scope

- State the consequences/benefits of possible solutions

 

A simple and effective method of defining a problem and one you can easily remember is to use SMART problem definitions:

 

Specific – Identifies key issue and process being worked on
Measurable – You have established metrics identifying targets
Avoids solutions – Problem statements contain only an explanation of the problem
Really concise – Contains a one-sentence summary of the issue facing the team
Time-based – Focuses on a specific time period when the problem was identified


Via Andre Doucet
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Rescooped by Anne-Laure Delpech from Smarter Manager
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Votre chef est indécis, coléreux, angoissé ? Apprenez à le manager

Votre chef est indécis, coléreux, angoissé ? Apprenez à le manager | Management et organisation | Scoop.it
Il est important de savoir composer avec le caractère de votre supérieur hiérarchique pour améliorer vos relations.

 

Et oui, il faut aussi savoir manager son chef ! 


Via Adil Gharbaoui
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Avez-vous l’information ? - Parcours-Performance

Avez-vous l’information ? - Parcours-Performance | Management et organisation | Scoop.it

Les dirigeants et leurs collaborateurs ont-ils accès aux bonnes informations pour décider ? Malheureusement, c’est souvent non… et pourtant les entreprises regorgent d’informations mais on ne sait pas comment y accéder, comment les organiser et les synthétiser. Pascal Bréhinier, consultant en systèmes d’information nous livre quelques clés pour mieux comprendre.

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Implanter un 5S pour ne plus nettoyer |

Implanter un 5S pour ne plus nettoyer | | Management et organisation | Scoop.it
Le 5S est probablement le plus populaire des outils de la boite lean manaufacturing. Certainement pour sa facilité de compréhension mais aussi parce qu'il est généralement mis en œuvre au début d'une transformation Lean.
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Rescooped by Anne-Laure Delpech from Business change
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To Change the Culture, Stop Trying to "Change the Culture"

To Change the Culture, Stop Trying to "Change the Culture" | Management et organisation | Scoop.it
Instead, start with a few small successes.

Via Blue Sky Change, David Hain
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Trumans's curator insight, December 19, 2012 5:19 PM

Getting your firm's culture "right" is something that requires more than just hope....

Rescooped by Anne-Laure Delpech from Success Leadership
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Leadership - Why Talent Is Overrated - Forbes

Leadership - Why Talent Is Overrated - Forbes | Management et organisation | Scoop.it
Here’s the thing – most foundational elements of leadership require no skill or talent whatsoever. Clearly the difference possessed by all great leaders is they continue to refine, develop and build from their foundation – they understand leadership is not a destination; it’s a continuum. The best leaders combine attitude, effort and skill, but of the three, skill is the least important. When in doubt, always choose attitude over aptitude.

Via Richard Andrews
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Rescooped by Anne-Laure Delpech from Organisation Development
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Organisational Effectiveness - Rethinking Business ...

Organisational Effectiveness - Rethinking Business ... | Management et organisation | Scoop.it
I started a discussion in the Harvard Business Review (HBR) group on LinkedIn about two months ago about organisational effectiveness 1. (LinkedIn is quickly becoming my preferred social media platform for the exchange ...

Via John Drysdale, David Hain
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Rescooped by Anne-Laure Delpech from Une passion pour l'humain dans toutes ses vérités :-) by Pharmacomptoir
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Empathy In Creativity and Design Thinking

Empathy In Creativity and Design Thinking | Management et organisation | Scoop.it

The new RSA animate video, The Power of Outrospection is quite thought provoking and has gotten me thinking about all kinds of links between empathy and creativity.In the video, philosopher Roman Krznaric explores the idea that we live in a time that demands more empathic adventurers in all aspects of life. Empathy not just so we act better towards others, but also because it helps us create better innovations, services and quality of life. I was struck by the video because I think there is something in the zeitgeist these days that highlights the importance of empathy for creating.


Via juandoming, Pharmacomptoir / Corinne Thuderoz
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Rescooped by Anne-Laure Delpech from Business and Marketing
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The Agile Leader: Adaptability

The Agile Leader: Adaptability | Management et organisation | Scoop.it
There is a well-known Chinese proverb that says that the wise adapt themselves to circumstances, as water molds itself to the pitcher. Perhaps at no other time in recent history has adaptability been more important than it is now. Adaptability – the ability to change (or be changed) to fit new circumstances – is a crucial skill for leaders, and an important competency in emotional intelligence.

Via Gregg Breward
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Rescooped by Anne-Laure Delpech from Digital Delights
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What's Working and What's Not in Online Training

Work isn't what it used to be, which means training should have changed too, but has it?

Via Ana Cristina Pratas
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Qualité de vie au travail : motiver les dirigeants par la peur ? Sérieusement ?

Qualité de vie au travail : motiver les dirigeants par la peur ? Sérieusement ? | Management et organisation | Scoop.it

[…]

Il y a donc infiniment plus à gagner pour les entreprises que simplement réduire le coût du travail en "évitant que les salariés ne tombent malades". La qualité de vie au travail, et les comportements positifs qui lui sont associés sont une véritable promesse pour les entreprises et pour leur compétitivité.

[…]


Via Emmanuelle PERRIER emmanuelleperrier.fr
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Innov'Acteurs » Innov'Acteurs » Retour sur le Carrefour de l’Innovation Participative 2012

Innov'Acteurs » Innov'Acteurs » Retour sur le Carrefour de l’Innovation Participative 2012 | Management et organisation | Scoop.it
Association pour le d�veloppement de l�Innovation Participative dans les organisations fond�e en 2002.

Via Albane Vigneron
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Rescooped by Anne-Laure Delpech from Organisation Development
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The Psychology of Workplace Boredom

The Psychology of Workplace Boredom | Management et organisation | Scoop.it

Forbes asks if it’s “the new productivity killer;” Cachinko calls it “the silent killer of employee morale;” CNN says it’s “the new stress.”

[...]  It’s not that people have nothing to do at work – they might be busier than ever. But the real question is… busy with what? “Often with layoffs,” he says, “the type of work that’s doled out you wouldn’t need additional training to do. If it’s boring work, it just becomes more burdensome.” Indeed, the cost of such extreme boredom is not just discomfort. Results range from personal dissatisfaction and reduced productivity to making substantial errors and major accidents.


Via Dimitris Agorastos, yannick grenzinger, David Hain
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Cruise Line Class's curator insight, December 11, 2012 10:04 PM

I would like to add that even if you are a leader that creativity and ideas is not your strongest point...ask your staff.  They will always have ideas on how to make the work environment more fun, engaging, interesting, and motivating.

Rescooped by Anne-Laure Delpech from Leadership et Management
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Nassim Taleb et la prise de décision en environnement incertain: Fragile, robuste et antifragile

Nassim Taleb et la prise de décision en environnement incertain: Fragile, robuste et antifragile | Management et organisation | Scoop.it
Le nouvel ouvrage de Nassim Nicholas Taleb, « Antifragile », venant à la suite de l’excellent « Cygne noir« , était très attendu. Taleb y revisite ...

Via JLAndrianarisoa
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Anne Landreat's curator insight, January 18, 2013 12:20 PM

Pour tirer bénéfice de l'aléatoire. Très intéressante approche.

Rescooped by Anne-Laure Delpech from Smarter Manager
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3 questions pour se lancer dans l'action face à la peur.

3 questions pour se lancer dans l'action face à la peur. | Management et organisation | Scoop.it

[Changer de vie par l'action]

La peur est une émotion difficile à gérer pour beaucoup de personnes. Elle est capable de nous bloquer dans des situations qui nous sont inconfortables.


Via Adil Gharbaoui
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Rescooped by Anne-Laure Delpech from Production Allégée (Lean management)
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Lean management for lean times

Nice short video example of how Lean has created significant results and has created pride with their employees


Via dumontis, Andre Doucet
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Rescooped by Anne-Laure Delpech from Success Leadership
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Breaking Your “Four Minute Mile” - George Ambler On Leading in Turbulent Times

Breaking Your “Four Minute Mile” - George Ambler On Leading in Turbulent Times | Management et organisation | Scoop.it
Our beliefs and mindsets limit or expand our world. Beliefs have power over us because we treat them as though they’re true. Beliefs influence what you attempt or choose not to attempt in life.

Via Richard Andrews
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Envie d'entreprendre: L’organisation ne marche pas : Et si on essayait de faire confiance à l’auto organisation ?

Envie d'entreprendre: L’organisation ne marche pas : Et si on essayait de faire confiance à l’auto organisation ? | Management et organisation | Scoop.it
Par Gilles Martin (chroniqueur exclusif) - Président du cabinet de conseil en stratégie et management PMP

Un mythe sur l’entreprise continue de perdurer : pour bien fonctionner l’entreprise a besoin d’ordre, de contrôle et d’organisation.

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Rescooped by Anne-Laure Delpech from Complex systems and projects
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About Systems Thinking

About Systems Thinking | Management et organisation | Scoop.it

Systems Thinking is a profoundly different way of seeing the world that is diametrically opposed to command and control, reductionist approaches to management.


Via Steve Wilhite, Ides De Vos, Philippe Vallat
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Rescooped by Anne-Laure Delpech from Management durable
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Et si vous osiez dire merci ?

Et si vous osiez dire merci ? | Management et organisation | Scoop.it

Et si vous osiez dire merci?http://t.co/6puak3dh #EnTête #leadership #psychologie #carrière #management...


Via catherine wilmart
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Rescooped by Anne-Laure Delpech from Business change
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Inspiration Break: Creative Confidence

Inspiration Break: Creative Confidence | Management et organisation | Scoop.it
Recently I recommended that you watch David Kelley's TED talk on Creative Confidence, one of 10 talks chosen by TED for a playlist about the beauty—and difficulty—of being...

Via Tom Hood, David Hain
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"Pour tout changer dans une entreprise, passez en mode expérimentation" - Capital.fr

"Pour tout changer dans une entreprise, passez en mode expérimentation" - Capital.fr | Management et organisation | Scoop.it

Intéressante interview de Vineet Nayar, directeur général de HCL Technologies, et l'auteur de l'excellent livre de management "les employés d'abord, les clients ensuite". 

 


Via catherine wilmart
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Understanding the Science of Change

Understanding the Science of Change | Management et organisation | Scoop.it

Change lights up an area of the brain, the prefrontal cortex, which is like RAM memory in a PC. The prefrontal cortex is fast and agile, able to hold multiple threads of logic at once to enable quick calculations. But like RAM, the prefrontal cortex’s capacity is finite—it can deal comfortably with only a handful of concepts before bumping up against limits. That bump generates a palpable sense of discomfort and produces fatigue and even anger. That’s because the prefrontal cortex is tightly linked to the primitive emotional center of the brain, the amygdala, which controls our fight-or-flight response. Kevin Sparks has been trying to get his staff to change the way it monitors and supports the data center ...


Via Blue Sky Change, David Hain
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