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Mgt int  (4) Culture Et Storytelling
 

Mgt int (4) Culture Et Storytelling

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    Mgt int  (4) Culture Et Storytelling Mgt int (4) Culture Et Storytelling Presentation Transcript

    • Jacque s Folon Partner Just In Time Management Professeur à l’ICHEC, ISFSC, IHECS Professeur invité à l’Université de Metz De la culture d’entreprise au storytelling Management
    • Plan
      • Culture d’entreprise
      • Storytelling et ses utilisations
      • Conclusion: comment l’utiliser?
    • C’est quoi la culture d’entreprise? L’histoire des six singes
    • DEFINITION
    • Ca se voit ?
      • On peut identifier la partie visible à première vue …
    • Comment cela se passe-t-il dans votre organisation?
      • Un nouvel employé qui arrive?
      • Cinq personnes autour de la machine à café?
      • Un chef qui hurle sur un employé?
      • Une personne qui est licenciée?
      • Un jeune qui veut tout changer?
    • Comment définiriez-vous la culture de votre organisation en une ou deux phrases?
    • Culture ou cultures? nationalité Profession entreprise Religion Sexe
    •  
    • C’est quoi la culture?
      • Aspects principaux de la culture:
        • La culture est partagée
        • La culture est intangible
        • La culture est confirmée par les autres
      Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management
    • Niveau et fonction de la Culture:
      • la Culture existe à deux niveaux:
        • Le côté visible et observable immédiatement (habillement, symboles, histoires, etc.)
        • Le côté invisible qui véhicule les valeurs, les croyances,etc.
      • Fonctions de la culture
        • Intégration
        • Guide de fonctionnement
        • Guide de communication
    • Eléments de la culture
      • Rites et ceremonies
      • Histoires
      • Symboles
      • Language
    • Corporate Culture
      • Histoires :
      • qui sont basées sur des événements réels qui sont racontées et partagées par les employés et racontées aux nouveaux pour les informer au sujet de l’organisation
      • qui rendent vivantes les valeurs de l’organisation
      • qui parlent des “héros”, des légendes
        • Le post it de 3M
        • Le CEO d’IBM sans badge
        • Le CEO de quick
    • En quoi ça vous concerne?
      • Horaires
      • Relations avec les autres
      • Dress code
      • Office space
      • Training
    • Quelles consequences?
      • Cela permet de comprendre ce qui se passe
      • De prendre la « bonne décision »
      • Parfois un frein au changement
      • Perception de vivre avec d’autres qui partagent les mêmes valeurs
      • Point essentiel pour le recrutement et la formation
    • ETUDIANTS ENSEIGNANTS-CHERCHEURS EMPLOYEURS OUTILS DE COMMUNICATION CULTURE UNIVERSITAIRE CULTURE D ’ENTREPRISE De la recherche d’emploi à l’emploi Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea. ppt
    • CULTURE UNIVERSITAIRE CULTURE D ’ENTREPRISE VOTRE HISTOIRE DE VIE CV IDENTITE ET PROJET PERSONNEL PROJET PROFESSIONNEL PROCESSUS D ’INSERTION PROFESSIONNELLE FILIERE D ’ETUDE MASTER 1 MASTER 2 IDENTITE ET PROJET DE L ’EMPLOYEUR PROJET DE RECRUTEMENT ACTIVITE METIER PRODUIT, SYSTEME PROFIL DE POSTE OFFRE DE COMPETENCES OFFRE D ’EMPLOI PROCESSUS DE RECRUTEMENT Cursus de formation disciplines, connaissances stages, projets diplômes Compétences expérience, évolution fonctions contexte besoins, attentes Communiquer ==>langage commun Motivation Plaquettes sites web projets d’entreprise GRH Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea. ppt
    • culture et entretien d’embauche
    • US vs French corporate culture
    • Though growing rapidly, Google still maintains a small company feel. At the Googleplex headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at whatever table has an opening and enjoying conversations with Googlers from all different departments. Topics range from the trivial to the technical, and whether the discussion is about computer games or encryption or ad serving software, it's not surprising to hear someone say, "That's a product I helped develop before I came to Google." Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. The international webmaster who creates Google's holiday logos spent a week translating the entire site into Korean. The chief operations engineer is also a licensed neurosurgeon. Because everyone realizes they are an equally important part of Google's success, no one hesitates to skate over a corporate officer during roller hockey. Google's hiring policy is aggressively non-discriminatory and favors ability over experience. The result is a staff that reflects the global audience the search engine serves. Google has offices around the globe and Google engineering centers are recruiting local talent in locations from Zurich to Bangalore . Dozens of languages are spoken by Google staffers, from Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling to wine tasting, from flying to frisbee. As Google expands its development team, it continues to look for those who share an obsessive commitment to creating search perfection and having a great time doing it.
      • Microsoft has an innovative corporate culture and a strong product development focus that is designed to keep us on the leading edge of the industry. We believe that our employees are the company's most important asset. They are the source of our creative ingenuity and success so we empower each staff member to take initiative in solving problems, coming up with new ideas and improving the organisation.
      • Microsoft values diversity and respects each person's individuality
      • When you sell software to 180 million people, in 70 countries, speaking 150 languages, you can't afford to have a singular point of view. Microsoft employs people from many nationalities and backgrounds.
    • Le storytelling
    • « … le récit est présent dans tous les temps, dans tous les lieux, dans toutes les sociétés; le récit commence avec l’histoire même de l’humanité; il n’y a jamais eu nulle part aucun peuple sans récit » Roland Barthes: introduction à l’analyse structurale du récit, Seuil, Paris, 1991 Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1
    • Storytelling : art de raconter des histoires Sunil Kumar
    • Story quoi?
      • Depuis la nuit des temps les hommes se racontent des histoires
      • Même les solitaires se racontent des histoires…
      Image:http://site.voila.fr/sacahistoires/images/F.Bergamini_Le_conteur_20x32.jpg
    • Shannon Thunderbird SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
    • SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
    •  
    • SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
    • SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
    • SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
    • Aujourd’hui…
      • We tell stories because we have something exciting to tell.
      • We tell stories to have fun, to entertain someone or keep them in suspense.
      • We tell stories to let other people know what we're thinking.
      • We tell stories to express our feelings.
      • We tell stories to teach somebody something or to explain something.
      • We tell stories to share ourselves to let other people get to know us better.
      • We tell stories to give people enjoyment.
      • We tell stories to get feelings out.
      • We tell stories to use our imaginations.
      • We tell stories to save our experiences forever.
      • John Seely Brown and Paul Duguid in The Social Life of Information
    • Cognitive psychologist Donald Norman (1993) "Stories aren't better than logic; logic isn't better than stories. They are distinct; they both emphasize different criteria. I think it very appropriate that both be used in decision-making settings. In fact, I rather like the ordering that often happens, usually accidentally: First the data and the logical analysis, then the stories. Yes, let the personal, emotional side of decision making have the last word."
    • UTILE
      • Dans des situations nouvelles, complexes
      • Combine des pensées et des sentiments
      • Propose un contexte
      • Facile à retenir
      • Authenticité
      • Fait passer un message induit
      Crédit : http://thinkmarketing.org/files/testimage1.jpg
    • Les différents types de storytelling
    • Les marques et le storytelling Des campagnes marquées par le storytelling
    • Les marques et le storytelling Les marques fondées sur le storytelling
    • Identification
    • Créer un univers
    • Identité liée à l’histoire de l’entreprise
    • Les histoires des clients
    • Crédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpg Les histoires de produit
    •  
    • Une mauvaise histoire !
    •  
    • La politique et le storytelling
      • Photo le 6 mai 2004
      • Ashley Faulkner : « Ma mère a été assassinée le 11 septembre par les terroristes »
      • Spot diffusé 30.000 fois dans les swing states
      • 6,5 millions $
      • Victoire de G.W.Bush !
    • Crédit: http://www.info2tv.fr/wp-content/uploads/2009/07/20090726_nicolas_sarkozy.jpg
    •  
    •  
    •  
    • SPF ECONOMIE
    •  
    • Les types d’histoires
      • le héros
      • le survivant
      • succès par l’erreur
      • les rites
    • POURQUOI LES COMMUNICATEURS DEVRAIENT UTILISER LE STORYTELLING?
    • UNE ORGANISATION A VECU DES HISTOIRES
      • Création
      • Fusion
      • Nouveau produit
      • Manager
      • Internationalisation,
      • Erreurs
      Source: http://www.delhaizegroup.com/images/Founders.jpg
    • Copyright © 2009 SOURCE; http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
    • Copyright © 2009 SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
    • Crédi: http://www.kryogenix.org/code/Jackfield%20and%20Python/pix/wownow.jpg
    • TROIS PRINCIPES Selon WWW.BEMORE.BE 1 core message SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
    • 2 An inspiring story SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
    • 3 Uniform storytelling SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
    • Storytelling and knowledge sharing
      • “ Every afternoon our corporate knowledge walks out of the door and I hope to God they’ll be back tomorrow” – Jeffrey Miller, CEO Documentum
    • Barriers to knowledge sharing
      • Knowledge is power
      • Not invented here syndrome
      • People do not realize value knowledge has for others
      • Knowledge sharing is not my job
      • Lack of trust
      • Lack of time
      • Lack of top management support towards knowledge sharing activities
      • Corporate culture
      • Lack of infrastructure
      • Lack of confidence/Damage to reputation
      • No/insufficient rewards and incentives
      Knowledge sharing: the key to quality Retha Snyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net) Dept of Information Science University of Pretoria
    • Tools & Techniques …
      • Water-coolers & Coffee machines
        • Webber: “In the new economy, conversations are the most important form of work. Conversations are the way knowledge workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization.”
        • Source:
          • Davenport, T.H. & Prusak, L. 1998 . Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press:90-93
      Knowledge sharing: the key to quality Retha Snyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net) Dept of Information Science University of Pretoria
    • Tools & Techniques …
      • Storytelling
        • “ Stories provide a medium of communication, both internally within an organization and externally to customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002)
        • Sources:
          • Denning, S. 2000. The springboard: how storytelling ignites action in knowledge-era organisations . Boston: Butterworth-Heinemann
          • McLellan, H. 2002 . Introduction to Corporate Storytelling . [Online]. Available: www.tech-head.com/cstory1.htm
          • Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate School of Education [Online]. Available: http://lila.pz.harvard.edu
          • Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge management: what’s the story so far? Musaion
      Knowledge sharing: the key to quality Retha Snyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net) Dept of Information Science University of Pretoria
    • Conclusion
    • Que faire concrètement?
      • Définir une stratégie et un planning
      • Rechercher les faits et les histoires
      • Identifier les conteurs et aller les écouter
      • Enregistrer les histoires, les photos, les gens
      • Archiver, traiter
      • Identifier les meilleures histoires en ligne avec la stratégie
      • Communiquer par tous moyens
      • TOUS LES
      • MOYENS !
      Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg
    • Et si vous racontiez la première des histoires de votre organisation… Source http://www.advancedphotoshop.fr/images/blog/elements/adesso-tablet.jpg
    • QUESTIONS ?
    • Février 2008 Just in Time Management Avenue Louise 149/24, 1050 Bruxelles + 32 475 98 21 15 www.jitm.eu [email_address] ICHEC c/o I.Choquet, Rue au Bois, 365 A 1150 Bruxelles [email_address] www.ichec-ebiz.be www.ichec.be
    •