The theory, our method

To engage people in action, you need to involve your employees in a story in which they are the heros.

“ It's not the right moment. ”

“ I don't have the time. ”

“ The market is too difficult. ”

“ It is up to my boss to do that. ”

how to address it

Conquest model

Former model

New context

Former solution

Change needed

King

Graal

Magicians

Dragons

Heroes

Community

Episode 1

Episode 2

Episode N


References

Method freely adapted from story telling Sciences.

To be seen and read:
  • The Hero with the thousand and one faces. - Joseph Campbell
  • Lord of the Rings - J.R.R. Tolkien
  • Excalibur - John Boorman

The Hero with the thousand and one faces. - Joseph Campbell, Lord of the Rings - J.R.R. Tolkien, Excalibur - John Boorman

Theoretical presentation

When faced with these more or less rational hurdles, we use the structure of these stories to quickly engage the teams' interest in a project which, a priori, is far removed from their immediate concerns and to lead them in a dynamic that is full of twists and turns as well as individual and collective pride.

We drew 4 main lessons from the structure of these stories :

Graal

A graal is vital , above all the objectives, to give the employees a reason for fighting.

Roles

All the roles are important and must be respected : the king , the magicians, and the heroes must have a precise and limited role.

Episodes

Suspense must be kept with short and simple episodes with an exciting challenge.

Dragons (the difficulties)

The dragons drive the action because they lead to victory and pride..


A project dies not because of the presence of opponents but because of an absence of allies.

“ Trade unions will never agree ”

“ There are many people in the teams who don't want to act, who prefer to stay on "the gravy train". ”

“ We need for everyone to agree. ”

how to address it

The strategy of the allies

Energy in favor of the project

Energy that is critical of or opposed to the project

Allies

Hesitant

Passive

Opponents

Sociodynamic map:
the actors deploy 2 types of simultaneous energy. When dealing with a project, 4 main attitudes can be distinguished which will need to evolve..


References

Method freely adapted from behavioural sciences and Asian strategies.

To be seen and read:
  • L'élan sociodynamique - Jean Christian Fauvet
  • La joueuse de Go - Shan Sa
  • 12 Angry Men - Sydney Lumet

L'élan sociodynamique - Jean Christian Fauvet, La joueuse de Go - Shan Sa, 12 Angry Men - Sydney Lumet

Theoretical presentation

Mobilising the employees toward change,
means being pragmatic and tactical. :

Visual managerial

Not evrybody will be convinced at first, it is necessary to start with those who are willing to budge and enlarge the circle

Dealing with objections

The criticism and hurdles that are voiced are not insurmountable Often, the underlying questions are pertinent provided that the operating systems that process the managers' questions are efficient.

Information

The passive actors do not want to budge. Why kill oneself trying to convince them ? It is necessary to keep them informed on a regular basis by promoting the allies ; that way they will join in little by little.

Coexistence

The fight between opponents (OS ou non) is useless. They have a right to exist and express their point of view. It is necessary to take it into account with regard to their environment and not look beyond.


Actual change is about nudging the last line of management.

“ The managers are on ground side ”

“ They do not take initiative. ”

“ We do not have the information , we are often less informed than our staff ”

“ Our managers do not realise what we are experiencing ”

how to address it

The GENBA

Putting the field managers in the limelight :

Animated
by his
hierarchical superior

Backed
by experts

Connected
to his peers

Motivated
by the company or site Graal

On-the-ground manager
Added value oriented/ Results


References

Method that was freely adapted from behavioral sciences

To be seen and read:
  • "Le petit traité de manipulation à l'usage des honnêtes gens" - Robert-Vincent Joule and Jean-Léon Beauvois
  • "Talent Toyota" - Jeffrey K. Liker et David Meier
  • Any Given Sunday - Oliver Stone

"Le petit traité de manipulation à l'usage des honnêtes gens" - Robert-Vincent Joule and Jean-Léon Beauvois, "Talent Toyota" - Jeffrey K. Liker et David Meier, Any Given Sunday - Oliver Stone

Theoretical presentation

Successful mobilization means putting in the center those who closely pilot the added value : the managers on the ground.

LEAN

We use the teachings of the LEAN approach , which consists of putting energy where it counts at all times.

Value

Enhancing their occupation by involving them in the positive decisions and movements of the company.

Means

Give them the means to achieve by counseling by teaching them to deal with the uncertainties, unforeseen troubles and lack of information.

A framework

Give them a framework by giving them the tools they need to feel comfortable in their daily tasks.


The success of a project relies on a long term vision as well as short term visibility

“ "We are always required to do more, never less." ”

“ "Today, we are asked to do this, tomorrow there will be yet something else" ”

The method to deal with that

Episodes et attractors

Perimeter

Entreprise

Graal
Long term vision

BU
Departement

Attractors
Episode pace

Team

Visual managerial
Animation

Week

Trimester
Semester

3-5 years

Time


References

Method freely adapted from story telling Sciences.

To be seen and read:
  • L'art des séries télé - Vincent Colonna
  • Série Harry Potter - JK Rowling

L'art des séries télé - Vincent Colonna, Série Harry Potter - JK Rowling

Theoretical presentation

To achieve successful team mobilisation, the employees are given 3 space and time milestones :

Meaning

Give long term meaning to shed some light on big decisions

Rythm

Set an attractor at 3 or 4 months to unleash energies for the benefit of effective, easy-to-grasp challenges and adapt them locally.

Small steps

Animating a week at a time to identify ,among other things, sectors/services/sites where action is not progressing as well as it should and correct the discrepancies before they contaminate the others.

Changing over time means dealing with coherence between a day to day modus operandi and a long term one.