{"id":4937,"date":"2022-09-27T19:24:36","date_gmt":"2022-09-27T17:24:36","guid":{"rendered":"https:\/\/globalcoss.com\/stagingthefrench\/?p=4937"},"modified":"2023-02-01T16:52:38","modified_gmt":"2023-02-01T15:52:38","slug":"conduite-du-changement-2","status":"publish","type":"post","link":"https:\/\/globalcoss.com\/en\/2022\/09\/27\/conduite-du-changement-2\/","title":{"rendered":"Change management"},"content":{"rendered":"
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Change management<\/h2>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Companies are in constant transformation because they want to respond to their changing markets. In this context, employees have to adapt to frequent changes that often call into question their way of working. Here are our 4 tips to support this change and the means associated with each step of our change curve.<\/p>\n\n

Step 1: Denial<\/h5>\n\n

Change is frightening. At first, we are often unable to perceive the positive aspects of change and we do not understand its reasons. To support this refusal, if you are leading the change, the changes announced and their positive features must be repeated without entering into discussions. You are advised to ask open questions so that the person can express their unhappiness or concerns.<\/p>\n\n

Step 2: Resistance to change<\/h5>\n\n

Once the change has been perceived as inexorable, we often implement avoidance strategies and seek solutions or good reasons for not adopting the change. To support the resistance phase you should remain factual without getting involved in reasoning and accommodate the difficulties of the other person without trying to solve them.<\/p>\n\n

Step 3: Decompensation<\/h5>\n\n

This is the phase where energy levels are at their lowest; we do not oppose the change but we feel dejection and a certain demotivation. We have become resigned to it and the changes still seem very difficult to implement. To support this phase, we must highlight the positive aspects of change and motivate employees by drawing attention to the initial progress that has been made.<\/p>\n\n

Step 4: Integration<\/h5>\n\n

The integration of change is broken down into two phases: conceptual integration in which we are able to project change into the future and behavioural integration in which we are able to adjust our behaviours to our new reality and where we abandon our old behaviours. To support this phase, you are recommended to use opinion leaders, in other words the people most motivated by the change, who will generate the new behaviours that are needed more quickly.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Conduite du changement Les entreprises sont en transformation permanente car elles souhaitent pouvoir \u00eatre r\u00e9actives face \u00e0 l\u2019\u00e9volution de leurs march\u00e9s. Dans ce cadre les collaborateurs doivent s\u2019adapter \u00e0 des changements fr\u00e9quents qui remettent souvent en question leur fa\u00e7on de travailler. Voici nos 4 conseils pour accompagner le changement et les moyens associ\u00e9s \u00e0 chaque […]<\/p>","protected":false},"author":3,"featured_media":4938,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[79],"tags":[],"yoast_head":"\nConduite du changement | Blog by 5Feedback<\/title>\n<meta name=\"description\" content=\"Article de blog. Management de projets et des \u00e9quipes. D\u00e9couvrez dans cet article nos conseils pour s'adapter au changement.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/globalcoss.com\/en\/2022\/09\/27\/conduite-du-changement-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Conduite du changement | Blog by 5Feedback\" \/>\n<meta property=\"og:description\" content=\"Article de blog. Management de projets et des \u00e9quipes. 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