This document discusses corporate culture and the use of storytelling in management. It begins by defining corporate culture as the shared behaviors, beliefs, and understanding within an organization over a period of time. Corporate culture establishes basic rules and communicates the "right" way to think and act to new members. While every organization has its own culture, there may be different subcultures within departments. The document then discusses how storytelling can be used to convey an organization's values and culture to employees in a way that engages both the logical left brain and emotional right brain. It argues that stories are an effective way for management to influence employee behavior and align it with the company's values when simply stating values may not be as impactful.

1. De la culture d’entreprise
Au Storytelling Management
Jacques Folon
Partner EDGE Consulting
Chargé de coursàl’ICHEC
Professeurinvitéàl’Université de Metz
CollaborateurscientifiqueUniversité de Liège

2. C’est quoi la culture d’entreprise?
L’histoire des six singes

3. DEFINITION
• Un ensemble de comportements, croyances, compréhension qui
sontpartagéesdurantunecertainepériode de temps par les
membresd’uneorganisation
• Elle définit les règles de base au niveauorganisationnel et communique aux
nouveaux la “bonne” façon de penser et d’agir
• Si tout le monde participeà la culture elleestgénéralementpeuperçue de
façonconsciente.
• C’estlorsquel’organisationtented’imposer des stratégiesou des
comportementscontrairesà la culture que le face à face et la culture se
perçoivent.
• Si chaqueorganisation a sapropre culture, iln’y a pas nécessairementune
culture unique, maisilpeutexisterdifférentessous-cultures, par département par
exemple.

4. Ca se voit ?
On peut identifier la partie visible à première vue…

5. Comment cela se passe-t-il dans votre
organisation?
• Un nouvel employé qui arrive?
• Cinq personnes autour de la machine à café?
• Un chef qui hurle sur un employé?
• Une personne qui est licenciée?
• Un jeune qui veut tout changer?

6. Comment définiriez-vous la culture
de votre organisation en une ou
deux phrases?

7. Culture ou cultures?
Sexe
entreprise
nationalité
Profession
Religion

9. C’est quoi la culture?
Normes
Valeurs
croyances
• Aspects principaux de la culture:
– La culture estpartagée
– La culture est intangible
– La culture estconfirmée par les Culture
autres
Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management
9

10. Source: http://www.slideshare.net/Yuvarajah/corporate-culture-5344549

11. Niveau et fonction de la Culture:
•la Culture existeàdeuxniveaux:
•Le côté visible et observable
immédiatement (habillement,
symboles, histoires, etc.)
•Le côté invisible qui véhicule les
valeurs, les croyances,etc.
•Fonctions de la culture
•Intégration
•Guide de fonctionnement
•Guide de communication

12. Eléments de la culture
Rites – cérémonies
Histoires
Symboles
Tabous

13. Rites et cérémonies
• Recrutement
• Christmas party
• Discours
• Pots d’acceuil de départ
• Réunions
• …

14. HISTOIRES
Baséessur des événementsréels qui
sontracontées et partagées par les employés
et racontées aux nouveaux pour les informer
au sujet de l’organisation
- qui rendentvivantes les valeurs de
l’organisation
- qui parlent des “héros”, des légendes
-Le post it de 3M
-Le CEO d’IBM sans badge
-Le CEO de quick

15. SYMBOLES

16. Tabous

17. En quoi ça vous concerne?
• Horaires
• Relations avec les autres
• Dress code
• Office space
• Training
• …

18. Quelles consequences?
• Cela permet de comprendre ce qui se passe
• De prendre la « bonne décision »
• Parfois un frein au changement
• Perception de vivre avec d’autres qui partagent les
mêmes valeurs
• Point essentiel pour le recrutement et la formation

19. EXEMPLE
culture et entretien d’embauche

20. De la recherche d’emploi à l’emploi
CULTURE UNIVERSITAIRE
ETUDIANTS ENSEIGNANTS-CHERCHEURS
OUTILS DE EMPLOYEURS
COMMUNICATION CULTURE D ’ENTREPRISE
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
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21. Cursus de formation
CULTURE UNIVERSITAIRE
disciplines,
VOTRE HISTOIRE DE VIE CV Motivation connaissances
IDENTITE ET PROJET PERSONNEL
stages, projets
PROJET PROFESSIONNEL
diplômes
FILIERE D ’ETUDE
MASTER 1 OFFRE
MASTER 2 DE
COMPETENCES
Communiquer ==>langage commun
OFFRE
PROFIL DE D ’EMPLOI
PRODUIT, SYSTEME
POSTE
METIER
Compétences
GRH
ACTIVITE expérience, évoluti
PROJET DE RECRUTEMENT
Plaquettes sites web projets d’entreprise on
IDENTITE ET PROJET DE L ’EMPLOYEUR fonctions
CULTURE D ’ENTREPRISE contexte
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
21
besoins, attentes

22. US vs. French corporate culture

23. Stereotypes& Clichés
Clichés about ‘France’ Clichés about ‘USA’
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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24. Stereotypes
The Americans see the French as ... The French see the Americans as ...
• people who do not work • arrogant and sure they are always right and
• people who don't speak English good, moralizing and very religious
• people who are rude to tourists, anti- • de grandsenfants (ie, people who are naive
American and ungrateful and have no, or a too short, history)
• people who live in a bureaucratic Socialist • people who have free access to guns and who
system and who are totally dependent on the use them to shoot each other when things go
State wrong
• people who do not use soap • people who are arch-capitalists and only
•arrogant and conceited people distant and think about money
difficult to meet • people who do not understand other nations
• people who do not respect religious freedom and whose press never addresses international
issues :
etc...
• people who do not take criticism
•french have the reputation of being very
chauvinist (the word itself comes from a character in a  For an American it is hard to conceive that a
XIXth century play, a fellow named Chauvin who was a soldier of country operating as French can be the fourth
Napoleon). the fifth world economic power !
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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25. A psychoanalytical view....
• are highly implicit • are highly explicit
• pessimist and negative : value past ; • optimist and positive : value present
good at analysis and criticism and future ; good at action
• contextual : "it depends" • binary : "it is true or false"
• like what is complex • like what is simple
• lying is no big deal • do not lie (it is bad)
• want to be independent • want to be loved
• based on being a member of a group • social identity is based on the individual
• try not to get caught ; signing a contract is • law and contracts must be respected ;
just the beginning everything is in the contract once it is signed
• the contract is strongly associated with the • a contract is not linked to the relationship
relationship • process oriented : everything must be clear
• if the other one wins, it means that I'll lose and documented ; reacts as planned
• BEING : you are judged on what you are • try to get a win-win deal
• value quality of life • DOING : you are judged on what you do
• value quality of work
French kids learn the principle of authority. Theirs Schools help American kids become independent and
mother says : "be good ".. autonomous. Their mother says : "have fun”
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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26. Intercultural management
French are French seen by American are American seen by
American French
Context HIGHT • disorganized LOW CONTEXT • boring
CONTEXT • unsincere • everything must • disrespectful
• a place must be • not disciplined be clear • not creative
left for adaptation • everything is in
and interpretation the contract
• everything is in
the relationship
Time POLYCHRONIC • not focused MONOCHRONIC • too much into
• schedule • dispersed • time is money details
independent • exactitude is • bureaucratic
• you can be late if essential
you had something
better to do
Interpersonal SMALL BUBBLE • touch you too BIG BUBBLE • arrogant and
• security is being much • avoid physical dominating
Distance
part of a group contact
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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27. Viewsfrom managers
American impression of the French French impression of the American
People like to know a little bit of everything Each person is a specialist in his/her own fields
People work individually to do the job they are
People work in the middle of everyone else paid for without questioning anything
People like to know what everyone else is People don't look left or right, they go straight
doing ahead with their specific job
Decisions are rarely without discussion and When a decision is taken, there is a 'steam roller'
argument effect and no argument
There's little job security. People are hired and
It's difficult to get rid of everyone ! fired with no reason or argument within 15 days
There's a clear hierarchy - people even People are superficially relaxed but the boss is
seem to be over-supervised the boss
Seniority is by age and ascribed. Seniority is by merit and achievement
If you make a mistake, you will admit to it ! If you make a mistake, you're proud to admit it
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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28. Viewsfrom managers
American impression of the French French impression of the American
Do you really want to know how long a Less administratives headaches to cope with the
French declaration tax is ? tax declaration
Reporting techniques are very technical and
Too much paperwork … procedure-like
Meetings are less controlled .. But the
system is quickly becoming more
Americanized Meetings are kept to a minimum
Direct workers are often well-qualified and Direct workers are under-or not qualified tend to
participate more in the company accept any jobs or conditions
Business is a human affair including intuition Work is seen as rational and systematic - you
and emotion work towards achieving an objective
French tend to be less corporate Americans always have a ‘Corporate identity’
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download
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29. Body language
Make him French willstartwith the thumb and end An American will start with the little
count 1,2,3,4,... with the littlefinger finger and end with the thumb
An American will move his arms and take-up
Make him walk French will be much stiffer a lot of space
Put him in an
elevator French willtry to avoidanyeye contact An American will talk about anything
Make him say An American will form a circle joining
"everything is histhumb and index (in French, this gesture
OK French will put his thumb upright means : "zero")
French like the Spanish with his abrazo, will An American will look as if hewasafraid of
actually TOUCH the body of the other badbreath, stay as far as possible and give
Make him hug person and act as if he was enjoying it a bigslap on the back of the otherperson
Enjoy a meal French will put hisbread on the table and An American will put hisbread on his plate
with him put his hands on the table and will put his hands on histhighs
http://www.slideshare.net/oma/american-french-cultural-difference-v2/download

30. Les valeurs affichées et la culture
• Il y a parfois des entreprises qui affichent leurs
valeurs sur les murs et leurs documents comme:
– Integrité
– Communication
– Respect
– Excellence

31. Source: http://www.slideshare.net/reed2001/culture-1798664

32. Though growing rapidly, Google still maintains a small company feel. At the Googleplex
headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at
whatever table has an opening and enjoying conversations with Googlers from all different
departments. Topics range from the trivial to the technical, and whether the discussion is
about computer games or encryption or ad serving software, it's not surprising to hear
someone say, "That's a product I helped develop before I came to Google."
Google's emphasis on innovation and commitment to cost containment means each
employee is a hands-on contributor. There's little in the way of corporate hierarchy and
everyone wears several hats. The international webmaster who creates Google's holiday
logos spent a week translating the entire site into Korean. The chief operations engineer is
also a licensed neurosurgeon. Because everyone realizes they are an equally important part
of Google's success, no one hesitates to skate over a corporate officer during roller hockey.
Google's hiring policy is aggressively non-discriminatory and favors ability over experience.
The result is a staff that reflects the global audience the search engine serves. Google has
offices around the globe and Google engineering centers are recruiting local talent in
locations from Zurich to Bangalore. Dozens of languages are spoken by Google staffers, from
Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling
to wine tasting, from flying to frisbee. As Google expands its development team, it continues
to look for those who share an obsessive commitment to creating search perfection and
having a great time doing it.

33. Citations d’E. Schmidt
• I believeeverydaythat Google isrun by its culture,
not by me.
• The strategy and the productsthatwebuild are a
consequence of the culture we have around
innovation and focusingonthe end user.

34. • Microsoft has an innovative corporate culture and a strong product development focus
that is designed to keep us on the leading edge of the industry. We believe that our
employees are the company's most important asset. They are the source of our creative
ingenuity and success so we empower each staff member to take initiative in solving
problems, coming up with new ideas and improving the organisation.
• Microsoft values diversity and respects each person's individuality
• When you sell software to 180 million people, in 70 countries, speaking 150 languages,
you can't afford to have a singular point of view. Microsoft employs people from many
nationalities and backgrounds.

35. Chaque entreprise a sa culture d’entreprise basée sur
–Sa vision
–Sa mission
–Ses valeurs

36. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

37. Une des grandes difficultés du management est de
faire agir les collaborateurs selon les valeurs de
l’entreprise alors que la culture d’entreprise est
basée sur la valeurs des collaborateurs…
Alors comment font les entreprises
pour faire passer le message?

38. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

39. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

40. Mais ca ne concerne que le cerveau gauche !
Source: http://academiedesintelligences.files.wordpress.com/2011/03/left-brain-right-brain-metaphor.jpg

41. D’où la nécessité et l’utilisation des histoires et donc du storytelling
Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

42. Le storytelling

43. « … le récit est présent dans tous les
temps, dans tous les lieux, dans toutes les
sociétés; le récit commence avec l’histoire
même de l’humanité; il n’y a jamais eu nulle
part aucun peuple sans récit »
Roland Barthes: introduction à l’analyse
structurale du récit, Seuil, Paris, 1991
Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1

44. Storytelling : art de raconter
des histoires
•Depuis la nuit des temps les hommes se racontent des histoires
• Même les solitaires se racontent des histoires…
Sunil Kumar

45. Shannon Thunderbird
: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

46. SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

48. SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

49. SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

50. SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

52.  We tell stories because we have something
exciting to tell.
 We tell stories to have fun, to entertain
someone or keep them in suspense.
We tell stories to let other people know what
we're thinking.
 We tell stories to express our feelings.
 We tell stories to teach somebody
something or to explain something.
 We tell stories to share ourselves to let other
people get to know us better.
We tell stories to give people enjoyment.
We tell stories to get feelings out.
We tell stories to use our imaginations.
We tell stories to save our experiences
forever.
John Seely Brown and Paul Duguid in The
Social Life of Information

53. Cognitive psychologist
Donald Norman (1993)
"Stories aren'tbetterthanlogic;
logicisn'tbetterthan stories.
They are distinct;
theybothemphasizedifferentcriteria. I
thinkitveryappropriatethatbothbeused in decision-
making settings.
In fact, I ratherlike the orderingthatoftenhappens,
usuallyaccidentally:
First the data and the logicalanalysis,
then the stories.
Yes, let the personal, emotionalside of
decisionmaking have the last word."

54. Et pour les entreprises ?

55. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

56. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

57. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

58. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

59. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

60. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

61. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

62. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

63. SOURCE: http://www.slideshare.net/robertstar/release-the-stories-in-your-organization

64. UTILE
•Dans des situations nouvelles, complexes
• Combine des pensées et des sentiments
• Propose un contexte
• Facile à retenir
• Authenticité
• Fait passer un message induit
Crédit : http://thinkmarketing.org/files/testimage1.jpg

65. Les différents types de storytelling

66. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

67. Les marques et le storytelling
Des campagnes marquées par le storytelling

68. Les marques et le storytelling
Les marques fondées sur le storytelling

69. Identification

70. Créer un univers

71. Identité liée à l’histoire de l’entreprise

72. Les histoires des clients

73. Les histoires de produit
Crédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpg

74. Les histoires négatives

75. Une mauvaise histoire !

76. Les histoires internes à l’entreprise

77. La politique et le storytelling
o Photo le 6 mai 2004
o Ashley Faulkner : « Ma mère a été
assassinée le 11 septembre par les
terroristes »
o Spot diffusé 30.000 fois dans les swing
states
o 6,5 millions $
o Victoire de G.W.Bush !

78. Malaise ?
Infarctus ?
Mais non !
Fatigue de l’hyper président après une longue journée de travail
Crédit: http://www.info2tv.fr/wp-content/uploads/2009/07/20090726_nicolas_sarkozy.jpg

82. SPF ECONOMIE

84. Les types d’histoires
•le héros
• le survivant
• succès par l’erreur
• les rites
•Rappelez-vous la culture d’entreprise…

85. POURQUOI UTILISER
LE STORYTELLING?
Pour que les valeurs de
la culture et celles
voulues par le
management se
rejoignent

86. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

87. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

88. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

89. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

90. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

91. Quelques exemples

92. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

93. Source: http://www.slideshare.net/storybeats/how-storytelling-drives-corporate-culture/download

94. http://www.youtube.com/watch?v=8CD0PCnFRFc

95. UNE ORGANISATION A VECU DES HISTOIRES
• Création
• Fusion
• Nouveau produit
• Manager
• Internationalisation,
• Erreurs
• …
Source: http://www.delhaizegroup.com/images/Founders.jpg

96. Whoever tells the best story wins.
SOURCE; http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
Copyright © 2009

97. Whoever tells the best story wins.
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
Copyright © 2009

98. Mais il faut croire à ce qu’on dit ….
Crédi: http://www.kryogenix.org/code/Jackfield%20and%20Python/pix/wownow.jpg

99. 1
core
TROIS PRINCIPES
message Selon WWW.BEMORE.BE
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

100. 2
An
inspiring
story
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

101. 3
Uniform
storytelling
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

102. Storytelling and knowledge sharing
• “Every afternoon
our corporate
knowledge walks
out of the door and
I hope to God
they’ll be back
tomorrow” –
Jeffrey Miller, CEO
Documentum

103. Barriers to knowledge sharing
• Knowledge is power
• Not invented here syndrome
• People do not realize value knowledge has for others
• Knowledge sharing is not my job
• Lack of trust
• Lack of time
• Lack of top management support towards knowledge sharing activities
• Corporate culture
• Lack of infrastructure
• Lack of confidence/Damage to reputation
• No/insufficient rewards and incentives
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria

104. Tools & Techniques…
• Water-coolers & Coffee machines
Webber: “In the new economy, conversations are the
most important form of work. Conversations are the
way knowledge workers discover what they know,
share it with their colleagues, and in the process
create new knowledge for the organization.”
Source:
• Davenport, T.H. & Prusak, L. 1998. Working knowledge: how
organizations manage what they know. Boston: Harvard Business
School Press:90-93
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria

105. Tools & Techniques …
• Storytelling
– “Stories provide a medium of communication, both internally within an
organization and externally to customers, potential customers, business
partners, business rivals, investors, and others” (McLellan, 2002)
– Sources:
• Denning, S. 2000. The springboard: how storytelling ignites action in
knowledge-era organisations. Boston: Butterworth-Heinemann
• McLellan, H. 2002. Introduction to Corporate Storytelling. [Online].
Available: www.tech-head.com/cstory1.htm
• Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate
School of Education [Online]. Available: http://lila.pz.harvard.edu
• Tobin, P. &Snyman, R (MMM). 2004. Storytelling and knowledge
management: what’s the story so far? Musaion
Knowledge sharing: the key to quality
RethaSnyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net)
Dept of Information Science
University of Pretoria

106. Conclusion

107. Que faire concrètement?
• Définir une stratégie et un planning
• Rechercher les faits et les histoires
• Identifier les conteurs et aller les écouter
• Enregistrer les histoires, les photos, les gens
• Archiver, traiter
• Identifier les meilleures histoires en ligne avec la
stratégie
• Communiquer par tous moyens

108. TOUS LES
MOYENS !
Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg