{"id":49111,"date":"2017-11-03T14:50:25","date_gmt":"2017-11-03T18:50:25","guid":{"rendered":"http:\/\/isarta.com\/infos\/?p=49111"},"modified":"2017-11-07T08:09:57","modified_gmt":"2017-11-07T13:09:57","slug":"voici-pourquoi-votre-ca-est-devenu-une-tour-de-babel","status":"publish","type":"post","link":"https:\/\/isarta.fr\/infos\/voici-pourquoi-votre-ca-est-devenu-une-tour-de-babel\/","title":{"rendered":"Voici pourquoi votre CA est devenu une tour de Babel"},"content":{"rendered":"

Pour atteindre leurs objectifs d\u2019affaires, les leaders doivent apprendre \u00e0 parler entre eux le m\u00eame langage, affirme Alaric Bourgoin, professeur adjoint au d\u00e9partement de management de HEC. Lumi\u00e8re sur les enjeux de communication qui entravent le processus d\u00e9cisionnel en entreprise.<\/span><\/p>\n

<\/p>\n

3 novembre 2017<\/span><\/p>\n

La sc\u00e8ne a lieu dans un conseil d\u2019administration<\/strong> d\u2019une grande entreprise fran\u00e7aise. Le pr\u00e9sident soumet \u00e0 ses VP un projet d\u2019acquisition, sans autre pr\u00e9avis. Le CFO saisit l\u2019occasion et pr\u00e9sente une \u00e9tude d\u2019opportunit\u00e9 analytique et factuelle, r\u00e9alis\u00e9e quelques mois plus t\u00f4t. Le directeur de la transformation, sans consulter l\u2019\u00e9tude, s\u2019inqui\u00e8te<\/strong> des r\u00e9percussions sur les op\u00e9rations. La DRH saute alors dans la m\u00eal\u00e9e, offusqu\u00e9e<\/strong> de ne pas avoir \u00e9t\u00e9 consult\u00e9e en amont.<\/p>\n

Pourquoi ces leaders n\u2019arrivent pas \u00e0 se comprendre<\/strong>? demande le chercheur, qui raconte l\u2019anecdote. Parce qu\u2019ils ne parlent pas la m\u00eame langue. L\u2019un am\u00e8ne des arguments de nature politique,<\/strong> alors que l\u2019autre est dans une logique strat\u00e9gique<\/strong> et que l\u2019autre, enfin, est dans un mode tactique.<\/strong>\u00bb<\/span><\/p><\/blockquote>\n

Cette distinction argumentative, Alaric Bourgoin<\/strong> la tient d\u2019un illustre th\u00e9oricien militaire, Von Clausewitz,<\/strong> qui stipule que, quand on fait la guerre, il y a 3\u00a0types de d\u00e9cisions: politique, strat\u00e9gique, tactique. Des d\u00e9cisions \u00abintimement li\u00e9es, mais diff\u00e9rentes\u00bb, pr\u00e9cise le professeur.<\/p>\n

\u00c0 chaque type de d\u00e9cision sa m\u00e9canique<\/strong><\/span><\/h2>\n

S\u2019il est important de comprendre la diff\u00e9rence entre ces types<\/strong> de d\u00e9cisions, c\u2019est parce qu\u2019ils appellent des moyens<\/strong> diam\u00e9tralement oppos\u00e9s dans leur mise en \u0153uvre.<\/p>\n

Les d\u00e9cisions politiques sont affaire de mobilisation<\/strong>:<\/p>\n

La politique, c\u2019est faire groupe,<\/strong> explique Alaric Bourgoin. On travaille sur des logiques d\u2019int\u00e9r\u00eats et des logiques de personnes, de valeurs. Les discussions politiques<\/strong> sont informelles, face \u00e0 face, pas besoin d\u2019\u00eatre pr\u00e9cis ou factuel, il s\u2019agit d\u2019abord d\u2019\u00e9tablir une relation, de cr\u00e9er le d\u00e9sir et de demander: est-ce que tu embarques?\u00bb<\/span><\/p><\/blockquote>\n

Les d\u00e9cisions strat\u00e9giques<\/strong> sont affaire de faits et de chiffres:<\/p>\n

C\u2019est une discussion factuelle. On s\u2019appuie sur des \u00e9l\u00e9ments factuels<\/strong> qui permettent de cr\u00e9er une compr\u00e9hension commune de la situation, dans une optique d\u2019allocation des ressources. On fait de la strat\u00e9gie en petit groupe d\u2019experts comp\u00e9tents et structur\u00e9s, qui ont pour mandat de d\u00e9battre objectivement des meilleures options.\u00bb<\/span><\/p><\/blockquote>\n

Les d\u00e9cisions tactiques,<\/strong> enfin, sont affaire de t\u00e2ches et de planning; elles concernent la mise en \u0153uvre des d\u00e9cisions strat\u00e9giques pr\u00e9c\u00e9demment prises.<\/p>\n

Les trois questions d\u2019une r\u00e9union qui tourne mal<\/strong><\/span><\/h2>\n

Lorsqu\u2019une r\u00e9union<\/strong> part dans tous les sens, \u00e0 l\u2019exemple de celle mentionn\u00e9e en d\u00e9but d\u2019article, Alaric Bourgoin invite les gens \u00e0 se poser trois questions<\/strong>: de QUOI on parle, COMMENT on en parle et QUI en parle.<\/p>\n

Pour que le dialogue strat\u00e9gique<\/strong> fonctionne, explique le professeur, il faut d\u2019abord identifier quel type<\/strong> de d\u00e9cision on est en train de prendre: politique, strat\u00e9gique ou tactique? Ensuite, a-t-on choisi le bon mode<\/strong> de communication pour prendre cette d\u00e9cision? Et finalement, est-ce que la personne qui parle a la cr\u00e9dibilit\u00e9<\/strong> pour aborder la question?\u00bb<\/span><\/p><\/blockquote>\n

Clarifier<\/strong> ces enjeux de communication permettra aux leaders de mieux se comprendre<\/strong> et, finalement, de prendre des d\u00e9cisions r\u00e9ellement \u00e9clair\u00e9es.<\/p>\n

R\u00e9f\u00e9rence:\u00a0<\/span>Bourgoin\u00a0Alaric,\u00a0Marchessaux\u00a0Fran\u00e7ois,\u00a0Johnson\u00a0Kevin J. , \u00abVos strat\u00e8ges sont-ils perdus entre politique et tactique?\u00bb,\u00a0<\/a><\/span>Gestion, 2017\/1 (Vol. 42), p. 26-31. DOI : 10.3917\/riges.421.0026.<\/span><\/em><\/span><\/p>\n

Bourgoin, A. Marchessaux, F. Bencherki. N. (2018) We need to talk about strategy. How to hold an effective stratgic dialogue?\u00a0Business Horizons, Forthcoming.<\/span><\/em><\/span><\/p>\n

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