Change Management
Adapting to permanent change
Adapting your approach to management to a context of quasi-permanent change.
Tempering change
Limiting the negative repercussions of change by adopting a more measured approach.
Using pedagogy to promote change
Leading the various stakeholders to evolve their view of the situation: an essential lever to achieve major changes.
Adapting to unsolicited change
We are subjected to change more often than we trigger it, which can cause a significant psychological burden. What process can we adopt to handle the feeling of loss that inevitably accompanies change?
Driving change
Among all the factors that contribute to the success or failure of transformation initiatives, the attitude of staff towards change is absolutely decisive. How can you convince them to engage in the effort towards transformation?
Neuroscience and change
Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.
Take responsibility for change
To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?
Change management: The new deal
Nowadays, change no longer consists in moving organizations from a stable starting point to a stable target point. How can we revisit change management best practices to take into account this reality?
Integrate the human factor to improve project management
The reason why so many projects fail lies less in disciplined project management than in the irrational dimension that influences day-to-day action. How can we integrate this human factor?
