Les collaborateurs sont-ils les moteurs du changement ou en sont-ils les victimes? Ruben LOMBART & Bernard Hullaert

1. Workshop Change – HR DAY 2012
Bernard Hullaert – Directeur Consultance
Ruben Lombart – Managing Consultant

3. Selon vous quels sont les facteurs de réussite
du changement ?

4. Résultat de l’enquête à propos des enjeux
actuels

5. Notre vision
Notre vision
OTRE VISION

6. Awake

7. Revalue

8. PROBLEM ANALYTIC CHANGE VS.
APPRECIATIVE INQUIRY
Basic beliefs
Problem solving Appreciative inquiry
(deficit based change) (strength based innovation)
What we focus on
becomes our reality
“Valuing the best of what is”
“Felt Need” Appreciate Reality is created in the
moment, and there are
Identify problem
multiple realities
Imagine (What might be) In every ongoing
Conduct root cause analysis team/group/
organisation . . . Some-
thing(s) work
Dialogue and design
Analyze Possible Solutions (What should be)
People have
more confidence and comfort
to journey to the future (the
unknown) when they carry
Develop action plan (Treatment) Create (What will be) forward parts of the past (the
known)
Basic assumption: “mystery”
organization is a web of strengths
Basic assumption:
linked to infinite capacity, infinite The mode and
“problem-to-be solved”
imagination… alive language of inquiry
effects the org. being
observed
8
8

9. Drive

10. EMBEDDED

11. Autre perspective !
le changement est constant &
inévitable

12. Comment rendre les collaborateurs plus
flexible?

13. Flexibilité des organisations

14. Comment rendre les collaborateurs plus
innovants ?

15. Comment rendre l’organisation plus innovante ?

16. Conclusion

17. Et …..Envie de changement?
Bernard Hullaert – 0475/90.78.46 Ruben Lombart – 0474/54.04.34