000			01948cam a2200277 4500500
005			20250121130739.0
041			_afre
042			_adc
100	1	0	_aBarrere, Pierre _eauthor
245	0	0	_aShared-vision approaches
260			_c2006.
500			_a60
520			_aThe various missions undertaken by the author in SMEs and in large groups have led to five observations: the difficulty on the part of managers in getting away from the purely quantitative, rational, and matrix-based; the difficulty in giving humans their full place on a day-to-day basis; the difficulty in escaping managerial precepts concerning environmental, competitive, and sometimes organizational determinism; the difficulties that organizations have in really accepting change and then going with it; and lastly, the need to manage with sense, values, and a clear vision. With this in mind, three interventions focusing on shared vision or vision in action were proposed. This is a way of accompanying change by positioning the individual and his or her inter-relational transactions. This article is explanatory and presents the tried and tested methods already used. It is intended to be optimistic about the ability to place trust in people, as responsible persons, in order to achieve an effective and operational outcome. This optimism extends to the ability of organizations to forge their own way ahead, to transform, without remaining in the stranglehold of external constraints.
690			_acommitment
690			_aopenness
690			_asense
690			_aprocess
690			_atrust
690			_acommitment
690			_aopenness
690			_asense
690			_aprocess
690			_atrust
786	0		_nRevue internationale de Psychosociologie | XII | 27 | 2006-06-01 | p. 158-175 | 1260-1705
856	4	1	_uhttps://shs.cairn.info/journal-revue-internationale-de-psychosociologie-2006-27-page-158?lang=en&redirect-ssocas=7080
999			_c568121 _d568121