1. Le psychologue partenaire stratégique Du leadership individuel au leadership collectif et stratégique, ou les enjeux du leadership « entre adultes consentants » COLLOQUE SQPTO 2010 Claude Desjardins MeD Philippe Martel MPs MBA

13. Mesurer la culture, un exemple d’instrument diagnostic: Le Organizational Culture Inventory Members are expected to gain enjoyment from their work and produce high-quality products/services 12 Members are expected to be supportive, constructive, and open to influence in dealing with others 1 Members are expected to be friendly, open, and sensitive to the satisfaction of the work group 2 Members are expected to agree with, gain the approval of, and be liked by others 3 Members are expected to conform , follow the rules, and make a good impression 4 Members are expected to do what they are told and clear all decisions with supervisors 5 Members are expected to shift responsibilities to others and avoid being blamed for mistakes 6 Members are expected to gain status and influence by being critical and constantly challenging one another 7 Members are expected to take charge and “control” others , and make decisions autocratically 8 Members are expected to operate in a “win-lose” framework and work against their peers to be noticed 9 Members are expected to avoid making mistakes , work long hours, and keep “on top” of everything 10 Members are expected to set challenging but realistic goals and solve problems effectively 11 Copyright © 2007 Human Synergistics International. Members approach tasks in forceful ways to protect their status and security. Members interact with others and approach tasks in ways that will help them to meet their higher-order satisfaction needs. People in ways that will not threaten their own security.

14. L’échec d’une transformation ne relève habituellement pas d’un manque de sincérité ou d’engagement… Informer Transformer Compliqué Apprendre quelque chose de différend Systèmes, procédures, structures, comportements Complexe Devenir quelqu’un de différent Croyances, valeurs, manière de voir le monde Être plus ouvert aux idées nouvelles Déléguez plus, faire confiance Partager l’information collaborer M’engager sur la vision commune Redonner la responsabilité à mes employés Rester en contrôle, Apparaître rationnel, ne pas perdre la face Être indispensable, gagner être perçu comme le no. 1 Être solidaire, ne pas avoir l’air « d’un têtteux de boss » Protéger mon équipe Être apprécié, perçu comme un bon boss