The objective is to support the different teams of an organization or a company through five major principles of intervention, factors of new cohesion. Concretely, this involves:
- Lay the foundations of project culture as a lever for transversal, flexible, unifying and agile management and for methodological guidance necessary for framing, carrying out an inventory and installing a virtuous dynamic of action, generating concrete and measurable results, by and through the operational teams
- Drawing inspiration from the work of positive psychology to instill a dynamic of valuing initiatives and teams and restoring meaning to everyone. The Appreciative Inquiry approach – so called because it is conducted through appreciative interviews – can form the basis of this impetus, thanks to the emergence of:
- From a strategic ambition with the members of a management committee during a meeting in 3 hours of time
- The definition of operational actions to be implemented to achieve this ambition, obtained by a community of around a hundred professionals, mobilized during a one-day seminar
A foundation is thus installed to create a dynamic of transversal and thematic steering (sectors, departments, processes, etc.) between the different teams and the different professions of the different establishments. The Strategic Committee having set a course for the next 3 or 5 years, the different teams will take a new place and build the path to achieve the strategic ambition
- Support, through each phase of a transformation project, the designated cross-functional project teams, through collective and individual coaching sessions, and thanks to feedback throughout this support, the perspective of learning organizations , while bringing out confidence in other possibilities (listening, empathy, kindness, objectivity, measurement, etc.)
- Transfer to the teams tools and methods that complement those already known by the teams, with a concern for pragmatism (Tools at the service of the mission: transformation project management, change management, animation and facilitation techniques, etc.)
- Promote empowerment and accountability , through a caring and facilitating posture and highlighting the collective and individual talents of GHT actors
- Promote the emergence of new managerial positions: project director, facilitator, sponsors, etc.
From then on, we see the magnificent potential of all the teams to reinvent themselves (directors, heads of department, heads of department, doctors, management, caregivers, engineers, Ide, Ama, etc.) emerge and unfold.
Such a process is only possible thanks to the humility and “letting go” of the President and Vice-President of the Strategic Committee, who is undoubtedly the bearer of a managerial renewal and the guarantor of this overall coherence for their GHT.
For HR managers, it is a new way of considering the managerial function with regard to:
- From the construction of a management system based on the development of personal growth and therefore the recognition of individuals as such
- From a search for a permanent balance between planning rules and the emergence of what happens (trust in letting things be and letting them act…) between organizational rigor and managerial benevolence at the heart of good management practices and your evaluation system
- The installation of new collaborative and transversal modes
- The proposal of ambitious career paths as prospects for professional and personal development
