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| Titre : |
Shared Vision Approaches |
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| Numéro : |
27 |
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| Année : |
2006 |
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| Volume : |
XII |
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| Auteur(s) : |
Pierre BARRERE |
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| Résumé : |
The various missions undertaken by the author in SMEs and in large groups have led to five observations: the difficulty on the part of managers in getting away from the purely quantitative, rational and matrix-based; the difficulty in giving humans their place, their full place, on a day-to-day basis; the difficulty in getting away from managerial precepts concerning environmental, competitive and sometimes organisational determinism; the difficulties that organisations have in really accepting change and then going with it; and lastly, the need to manage by sense, values and a clear vision. With this mind, three interventions focussing on shared vision or vision in action were proposed. This is a means to accompany change by positioning the individual and his or her inter-relational transactions. This article is explanatory and presents the tried and tested methods already used. It is intended to be optimistic about the ability to place trust in people, as responsible persons, in order to achieve an effective and operational outcome. This optimism extends to the ability of organisations to forge their own way ahead, to transform, without remaining in the stranglehold of external constraints. |
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| Pages : |
158 - 175 |
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| DOI : |
https://www.cairn.info/revue-internationale-de-psychosociologie-2006-27-page-158.htm |
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| Type : |
Research paper |
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| Keywords : |
trust, commitment, openness, process, sense |
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| APA : |
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| Citations : |
10 |
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| CAIRN : |
https://www.cairn.info/revue-internationale-de-psychosociologie-2006-27-page-158.htm |
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