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La Gestion Des Effets Miroir Stimulants Pour La Conduite Du Changement : Retour D’Experiences De Recherche-Interventions

Author

Listed:
  • Alexis Roche

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, UJML - Université Jean Moulin - Lyon 3 - Université de Lyon, ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations)

Abstract

Change management is central to management science. It requires the identification of effective methods and tools for transforming the practices of those involved. One of the essential dynamics of transformation and learning is to encourage players to assess themselves, and to provide them with information that will enable them to re-examine their practices. This "mirror effect" gives access to introspection and an openness to other viewpoints on the situations experienced, which can prompt the individual to modify his or her practices. This is the stimulating part of the mirror effect. In this article, we illustrate the steps involved in creating a stimulating mirror effect, the forms this mirror can take, and the risks involved, based on 15 years' experience of research-intervention with a variety of companies and organizations.

Suggested Citation

  • Alexis Roche, 2024. "La Gestion Des Effets Miroir Stimulants Pour La Conduite Du Changement : Retour D’Experiences De Recherche-Interventions," Post-Print halshs-04771323, HAL.
    • Handle: RePEc:hal:journl:halshs-04771323
    as

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