Ce 23 mai 2017 a eu lieu le Brain Breakfast « Aidez votre entreprise avec des vidéos Homemade » ! animé par Jerry Klein, expert en Customer Experience chez MindForest. Ou comment améliorer sa communication interne en réalisant des vidéos en toute simplicité.

Problèmes liés à la communication écrite interne

L’adage « Trop d’information tue l’information » est le quotidien de nombreux collaborateurs : emails, SMS, documents, courriers, écrans, notes, manuels, rapports, articles, etc. Alors, que faire face à ces innombrables supports écrits ?

Selon le psychologue et philosophe allemand Hermann Ebbinghaus, considéré comme le père de la psychologie expérimentale de l’apprentissage, l’humain ne retient que 60 % des informations lues après 20 minutes et 45 % après une heure. C’est la fameuse « Courbe de l’oubli » ou le « Read and Forget ».

Les documents internes peuvent parfois être de mauvaise qualité, car ils sont rédigés par des personnes non-formées et peuvent contenir des erreurs de formulation, de traduction, être trop longs, utiliser des tournures complexes, être mal interprétés, ne pas prendre en compte l’audience ciblée, etc. Par conséquent, ils seront peu ou mal compris.

Pourquoi la vidéo est-elle devenue si importante ?

Si nous partons du principe qu’une image vaut 1000 mots et une vidéo d’une

minute 1,8 million de mots (selon le Dr. James L. McQuivey), alors la « Courbe de l’oubli » s’inverse à 80 % de rétention d’information. En effet, des études ont démontré que l’humain est capable d’augmenter son taux de rétention d’informations lorsqu’il combine « voir et entendre » plutôt que « voir » uniquement.

Les humains se connectent facilement aujourd’hui à du contenu vidéo (la vidéo représentera 80 % du trafic sur Internet en 2019) et apprennent plus facilement avec du contenu vidéo. En effet, une vidéo génère facilement des émotions, change la méthode d’apprentissage, augmente l’attention et la concentration et influence positivement la compréhension de la matière (selon l’étude de Kaltura).

mf-lego-article

Fruit de la collaboration entre Johan Roos et Bart Victor – deux professeurs de l’IMD business school de Lausanne – et l’entreprise danoise Lego, LSP est une méthode créative qui s’appuie sur des concepts et théories mondialement reconnus tels que le constructivisme et le storytelling.

Cette méthode offre de nombreux avantages : chaque participant est invité à prendre part aux activités en adoptant une attitude positive. Tout le monde a la possibilité de s’exprimer, d’apporter son input et de partager des idées avec le reste du groupe, car il s’agit avant tout d’un exercice visant à renforcer la collaboration !

Il convient de noter que Lego Serious Play n’est pas un simple jeu, mais un vrai outil de travail ! Cette méthode est particulièrement adaptée pour aborder des problèmes complexes de manière collaborative et d’impliquer l’ensemble du groupe pour définir les meilleures solutions possibles.

LSP est également la méthode idéale pour trouver des réponses à des questions peu concrètes, et ce par le biais d’un input collectif et de la contribution de l’ensemble des participants.

LEGO® Serious Play® (LSP), Améliorez la performance de votre entrepriseQuelques exemples :

Quelques exemples :

  • Innover le modèle d’entreprise : Souhaitez-vous fonder votre propre entreprise ? Souhaitez-vous concevoir un nouveau produit, mettre en place un nouveau département ou créer un nouveau service ? Disposez-vous d’un groupe d’experts capables de travailler en équipe pour repenser les activités ou performances de votre entreprise ? Réputée pour stimuler une forme de créativité dite « collaborative », LSP est la méthode idéale pour répondre à ces questions.
  • Créer une vision commune : Grâce à son approche dite « collaborative », les participants développent ensemble des méthodes dont ils perçoivent eux-mêmes les effets bénéfiques. Ceci est la base du change management !
  • Améliorer l’expérience client : LSP convient également pour répondre à des questions plus concrètes posées dans le cadre d’un workshop. Chaque service contribue à l’amélioration continue de la satisfaction client globale, y compris les services qui ne sont pas ou peu en contact direct avec les clients. En utilisant LSP, nous sommes parvenus à créer des modèles complets afin que chaque employé prenne conscience de l’importance de sa contribution pour améliorer durablement l’expérience client.
  • Team Building : Souhaitez-vous que vos employés collaborent (davantage) ? Toutes les activités LSP visent à renforcer l’esprit d’équipe et sont adaptables à tout type de situation. Implémenter durablement un projet de change management est le cœur du travail de MindForest et passe par la mise en place et le respect des points susmentionnés.

Vous trouverez ci-dessous une petite vidéo illustrant la méthode LSP dans le cadre de divers workshops :

Si vous êtes intéressés, contactez-nous dès à présent pour obtenir plus d’informations sur nos solutions adaptées à vos besoins.

Si vous souhaitez en savoir plus sur la méthode Lego Serious Play, rendez-vous sur : http://www.lego.com/en-us/seriousplay/

 

 

Birgit Fleckenstein
Consultant in Organisational Transformation @ MindForest

An unconventional way of looking at leadership

Thinking of leadership as a product that can be bought and promoted is a rather unconventional way of analysing management practices. Nevertheless, exactly this unusual comparison serves as a basis for the Blue Ocean Leadership strategy.

If employees appreciate your leadership style, they “buy” it and are inspired to work with full commitment and motivation. If they do not, they will disengage, a state of mind, which can cost their company and the economy huge amounts of money (Gallup 2013). Therefore, the Blue Ocean Leadership strategy aims to release the infinite ocean of talent, skills and energy of underperforming heads by selling them “good” leadership.

Blue Ocean Leadership – The Methodology

The approach is the same as for its precursor, the Blue Ocean Strategy, which is used in product design and aims at tapping into uncontested market space. The first stage of the Blue Ocean Leadership strategy consists of defining the current situation, the so-called “as-is” situation. Subsequently, four questions have to be answered:

  • Which actions and activities do leaders invest time and energy in that should be eliminated completely?
  • Which actions and activities should be reduced below their current level?
  • In which actions and activities should leaders invest more time and effort?
  • Which actions and activities should leaders spend time and energy on that they currently do not take into consideration at all?

blueocean01

Figure 1 – Blue Ocean Leadership matrix

 

By answering these four questions one can define the situation as it should be, the “to-be” situation. By comparing, in the second stage of the process, the latter two situations in a canvas such as Figure 2, one can easily identify what managers, regardless of their hierarchical level, have to change in order to achieve the previously defined and sought after “to-be” situation.

Until today, this methodology has only really been applied to product design in relation with Blue Ocean Strategy, but very recently there have been some instances of application in the context of human resource issues. It has for example proven very effective for the design and development of Nintendo’s Wii, which took only two years to conquer about 45% of the market share (Hollensen 2013). In an HR context, a British Retail Group saved up to 50% on recruitment and training costs after restructuring their entire range of management practices (C. Kim & R. Mauborgne 2014). Surprisingly, in the field of human resources, this approach has only been implemented with issues related to management and leadership.

blueocean02
Figure 2 – Blue Ocean Leadership Canvas

Only a Leadership strategy?

One important advantage that is always mentioned when analysing the Blue Ocean Leadership strategy is that it does not aim to change personal qualities and behavioural approaches, but only targets to change managers’ actions and activities. Its primary focus is on changing how people spend their time and deploy energy at work rather than on who they are.

Nevertheless, the Blue Ocean Leadership graph can be used in many different ways, not only with relation to leadership or time management. It is currently only used to improve managerial time and energy management, but why not let managers themselves use it to, for example, enhance the organisation and routines of their employees? Basically, the methodology used for Blue Ocean Leadership can be applied to every situation that encompasses change. Every situation that requires modification has an “as-is” situation and a “to-be” situation, both of which can easily be represented on the -let’s call it – “Blue Ocean Canvas”. The horizontal axis can represent everything from daily tasks executed by employees to strategic corporate goals. This analysis then provides a basis to determine in which field(s) something has to be achieved to fulfill the desired changes.

Still in its infancy…

The MindForest team recently used the Blue Ocean Leadership approach for the first time in a major change management project. With the goal to redefine the role of middle management for one of Luxembourg’s biggest employers, the new method identified amongst others the following problems: “We focus too much on operations” or “We need more open discussions on current projects”. After critically analyzing and defining the current situation, the managers, in cooperation with their executives, were able to find a common vision of what they should optimally invest their time and energy in. Following positive feedback from the client, we can conclude that the Blue Ocean Leadership strategy passed its first test and will most likely be reused for future projects.

Furthermore, the restructuration or reorganization of a company, the major task of change consultants, always offers a convenient opportunity to rethink organization’s leadership habits. And why not use the Blue Ocean Leadership approach to try to improve the manager’s time and energy repartition!

However, as Blue Ocean Leadership is still a relatively new concept, it only relies on a few case-by-case analyses. This unfortunately means that not many examples of an (successful) implementation of the Blue Ocean Leadership method have been published, hence the relative lack of academic support so far. In other words, the strategy still has to prove its general usefulness in today’s fierce business environment.

Sources
Gallup Inc., 2013. State of the American Workplace. Washington. Hollensen, S, 2013. The Blue Ocean that disappeared – the case of Nintendo Wii. Journal of Business Strategy, Volume 34 No. 5, 25-35. Chan Kim, W & Mauborgne, R, 2014. Blue Ocean Leadership. Harvard Business Review, 01 May. pp. 1-12.

Rafael Schneider
Expert in Human Capital Management @ MindForest

Mardi 8 décembre, les participants venaient de tous secteurs d’activité pour « mettre les mains dans le cambouis » et tester des techniques de créativité originales. Laurence (List), Véronique (Accords) et Christelle (Academy of Change) ont partagé leurs bonnes pratiques concernant la technique des 6 chapeaux de Bono, présentée ici dans un contexte d’amélioration continue, et la technique projective des super-héros, mobilisée ici dans une perspective disruptive.

La méthode des six chapeaux formalisée par Edward de Bono permet de mettre en place un processus de réflexion de façon collective et coordonnée. La méthode invite à travailler sur différents points de vue, symbolisés par un chapeau de couleur différente. Elle peut être utilisée de façon simple ou plus complexe (combinaison de méthodes). Elle est utilisée pour de nombreux objectifs : évaluation, recherche de nouvelles idées, résolution de problème, etc.

La technique des Super héros permet à chacun de dépasser ses idées préconçues en explorant une nouvelle perspective, celle d’un super héros, doté de pouvoirs qui vont doper l’imagination des participants et favoriser les propositions “hors cadre”.

Suite aux demandes de nos ambassadeurs de la créativité, une nouvelle session, centrée sur la sélection des techniques créatives appropriées, sera proposée courant 2016.

Developed by the two professors Johan Roos and Bart Victor at IMD in Switzerland in collaboration with the LEGO® Company, LSP is a creative method, based on highly accepted concepts and theories such as constructivism and storytelling.

The advantages of this method are multiple: each participant is obliged to enter deep into the process and to participate actively with a positive attitude; for this reason introverts and extraverts alike share the same amount of input and their points of view with the group. Moreover it is a great team building exercise!

And no, this does not mean that your employees will waste a whole day playing! On the contrary, this method is best used to solve complex problems in a collaborative way, to stay focused while solving them and to mobilize the group when it comes to implementing the solution.

In fact, LSP is best for “fuzzy” questions, when you are not quite sure what the answer will be and when the whole group can contribute and provide input.

 

Some examples:
  • Business model innovation: Are you thinking about creating your own company? Do you want to develop a new product, a new department or a new service? Do you have a group of experts in your company who can work together on rethinking what your company does? LSP works so well for these types of questions, because it generates “collaborative creativity”.
  • Create a common vision: Because LSP is such a collaborative approach participants contribute to the development of the solution and therefore also adhere to it – the basics of change management!
  • Enhance customer experience: This is one of the more specific questions for which we have used this method in our workshops. Every department of a company, even those without direct client contacts, contributes to the overall customer experience. Using LSPwe have succeeded in creating complete models of this customer experience, so that each employee sees his or her role in the process and understands how important he or she is in serving the client.
  • Team building: Do you need your employees to work together (even more)? Basically, every LSP activity is a team building exercise. Even if there is no specific task to accomplish, this method can be applied.

 

If any of this sounds familiar to you – all of the above topics are highly relevant questions in a change project, which is our core business here at MindForest. Here is a video of workshops, which we have conducted in the recent past using this method:

Interested? Contact us and we will meet to discuss how we can propose a tailored solution to your needs!

 

If you want to read even more about this method: http://www.lego.com/en-us/seriousplay/

 

Birgit Fleckenstein
Consultant in Organisational Transformation @ MindForest Group

It is no secret that individuals tend to be suspicious of change as it represents a passage from the known to the unknown. J. Frank Brown, managing director at General Atlantic, writes: “Different cultures react to change in different ways. Like people, some thrive on it, while others resist.” Indeed, collaborators’ individual attitudes towards change are a crucial factor for the success or failure of a change initiative and it is essential to take this into account to ensure the success of a change initiative. However, one also needs to bear in mind that collaborators from different cultures may exhibit different attitudes towards change.

Lines (2005) defines attitudes toward organisational change as a collaborator’s “general positive or negative evaluative judgment of a change initiative implemented by his or her organization”. Much research has been conducted on the links between attitudes towards organisational change and individual personality traits (Nikolau et al. 2004), organisational culture (Rashid et al. 2004), job satisfaction and many more factors. De Jonge (2015), expert in corporate governance in Asia, points out that societal values, beliefs and traditions may constitute larger social forces influencing responses to change. However, little research has been conducted on the intercultural differences in attitudes towards organisational change.

In this light, Professor Geert Hofstede, using a large database of employee value scores, was the first to conduct a comprehensive study of how organisational culture and values are influenced by national culture. The study uses a model of national culture consisting of six main pillars: power distance, individualism, masculinity, uncertainty avoidance, long term orientation and indulgence. Of particular interest in the analysis of attitudes towards change will be the score of uncertainty avoidance and long term orientation:

  • Uncertainty avoidance refers to “the extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these”.
  • Long term orientation refers to the way in which “every society has to maintain some links with its own past while dealing with the challenges of the present and the future”; this will indicate how societal changes are viewed.

 

This graph was taken from the Geert Hofstede homepage and illustrates the country scores for Norway, Italy and Japan.

Some of the scores have highly remarkable discrepancies (e.g. masculinity), and the scores for ‘uncertainty avoidance’ and ‘long term orientation’ also differ, thus demonstrating that these countries will have different attitudes towards change: Out of the three countries, these figures suggest that Norway will demonstrate more ease with change, whereas Japan might be highly reluctant to change.

 

The Geert Hofstede website hosts data from over 70 countries and hence provides an interesting database one can use to research intercultural differences in attitudes towards change. Even though the Hofstede study used a large empirical dataset, one must not forget that the scores are relative; it would be ill-advised to solely rely on these scores when analysing attitudes towards change. Instead, one should aim to get a detailed insight into societal values, beliefs and traditions of a particular national culture in order to understand how it may influence attitudes towards change. Conducting research on factors such as the business etiquette and managerial culture of the respective country may already suggest how the national culture influences the organisational culture.
Furthermore, the following three questions may also provide a certain degree of insight into the national culture and its influence on change:

  • Does a hierarchical society hold onto traditions more strongly or is this more the case in a liberal society? Gladwell (2008) argues that strongly hierarchical societies may be more likely to passively resist change by neglecting new policies and practices, whereas more liberal societies might find it easier to show overt reluctance to the adoption of change and explicitly contradict and criticise new policies, thus creating space for further discussions.
  • What is the current economic situation of the country and has the latter undergone any major changes in recent times? In their study on the links between organisational culture and attitudes toward change, Rashid et al. (2014) found that 98% of their respondents from manufacturing firms were receptive of change. They linked this finding to the economic situation of the country and suggested that due to the slow economic growth and rapid technological advancement in their respective business environments, Malaysian managers might be more willing to adapt to changes in order to ensure the survival of their organisation. Rashid et al. further suggested that major change initiatives on the Malaysian scene, such as takeovers or restructuration of large local companies, have also lead to greater acceptability of organisational change within other organisations.
  • How do people communicate in the respective countries? Do people communicate a lot or do they keep communication to a minimum and only express themselves when they are certain of what they want to say? Are styles of communication rather direct and blunt or more diplomatic and non-confrontational? Yilmaz et al. (2013) have highlighted the importance of communication to ensure the success of change initiatives, for example by providing employees with as much information as possible, similarly by consulting them and encouraging their participation the management nurtures their positive attitude towards the change.

All these factors may serve as indicators of the attitudes towards change initiatives one might encounter in different cultures. The following suggestions will provide support handling a change initiative in an unfamiliar culture:

  • First of all, it is essential to be aware of one’s own cultural values and beliefs, as well as the existence of intercultural differences.
  • Cultures that are change-shy will need more convincing, it is thus essential to personally embrace the change, stay positive and open, and allow for failure (this is especially important in cultures where failure signals a loss of face).
  • Brown (2007) suggests that to develop the necessary awareness and know-how required to overcome intercultural differences in attitudes towards organizational change, one needs to demonstrate patience and sensitivity. Not all societies are oriented towards change and innovation, thus a change initiative is more likely to succeed if one demonstrates these qualities and adapts one’s approach to the home culture of the collaborators.

Even though there are many intercultural differences in attitudes towards change, the adoption of these dispositions will facilitate change initiatives in any given environment.


Bibliography:

  • Brown, J. F. (2007) The Global Business Leader: Practical Advice for Success in A Transcultural Marketplace. London: Palgrave Macmillan.
  • De Jonge, A. (2015) The Glass Ceiling in Chinese and Indian Boardrooms. Women directors in listed firms in China and India. Amsterdam: Elsevier.
  • Gladwell, M. (2008) Rice Paddies and Math Tests: Outliers. New York: Little, Brown & Co.
  • http://geert-hofstede.com
  • Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Second Edition, Thousand Oaks CA: Sage Publications.
  • Lines, R. (2005) The structure and function of attitudes toward organizational change. Human Resource Development Review, 4: 8 – 32.
  • Nikolau, T. et al (2004) The Role of Emotional Intelligence and Personality Variables on Attitudes Towards Organisational Change. Journal of Managerial Psychology. Vol. 19 Iss 2 pp. 88 – 110
  • Rashid, M. et al. (2004) The Influence of Organizatioal Culture on Attitudes Towards Organizational Change. Leadership & Organization Development Journal Vol.25 Iss. 2 pp. 161 – 179
  • Yilmaz, S. et al. (2013) The Impact of Change Management on the Attitudes of Turkish Security Managers Towards Change. Journal of Organisational Change Management. Vol 26 Iss. 1. Pp. 117 – 138