Ceog culture d'entreprise et storytelling

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<ul><li>1.Jacque s Folon Partner Just In Time Management Professeur lICHEC, ISFSC, IHECS Professeur invit lUniversit de Metz De la culture dentrepriseAu Storytelling Management CEOG</li></ul> <p>2. Plan </p> <ul><li>Culture dentreprise </li></ul> <ul><li>Storytelling et ses utilisations </li></ul> <ul><li>Conclusion: comment lutiliser? </li></ul> <p>3. Cest quoi la culture dentreprise? Lhistoire des six singes 4. DEFINITION 5. Ca se voit ? </p> <ul><li>On peut identifier la partie visible premire vue </li></ul> <p>6. Comment cela se passe-t-il dans votre organisation? </p> <ul><li>Un nouvel employ qui arrive? </li></ul> <ul><li>Cinq personnes autour de la machine caf? </li></ul> <ul><li>Un chef qui hurle sur un employ? </li></ul> <ul><li>Une personne qui est licencie? </li></ul> <ul><li>Un jeune qui veut tout changer? </li></ul> <p>7. Comment dfiniriez-vous la culture de votre organisation en une ou deux phrases? 8. Culture ou cultures? nationalit Profession entreprise Religion Sexe 9. 10. Cest quoi la culture? </p> <ul><li>Aspects principaux de la culture: </li></ul> <ul><li><ul><li>La culture est partage </li></ul></li></ul> <ul><li><ul><li>La culture est intangible </li></ul></li></ul> <ul><li><ul><li>La culture est confirme par les autres </li></ul></li></ul> <p>Source 11. Niveau et fonction de la Culture: </p> <ul><li>la Culture existe deux niveaux: </li></ul> <ul><li><ul><li>Le ct visible et observable immdiatement (habillement, symboles, histoires, etc.) </li></ul></li></ul> <ul><li><ul><li>Le ct invisible qui vhicule les valeurs, les croyances,etc. </li></ul></li></ul> <ul><li>Fonctions de la culture </li></ul> <ul><li><ul><li>Intgration</li></ul></li></ul> <ul><li><ul><li>Guide de fonctionnement </li></ul></li></ul> <ul><li><ul><li>Guide de communication </li></ul></li></ul> <p>12. Elments de la culture </p> <ul><li>Rites crmonies </li></ul> <ul><li>Histoires </li></ul> <ul><li>Symboles </li></ul> <ul><li>Tabous </li></ul> <p>13. Rites et crmonies </p> <ul><li>Recrutement </li></ul> <ul><li>Christmas party </li></ul> <ul><li>Discours </li></ul> <ul><li>Pots dacceuil de dpart </li></ul> <ul><li>Runions</li></ul> <p>14. HISTOIRES </p> <ul><li>bases sur des vnements rels qui sont racontes et partages par les employs et racontes aux nouveaux pour les informer au sujet de lorganisation </li></ul> <ul><li>qui rendent vivantes les valeurs de lorganisation </li></ul> <ul><li>qui parlent des hros, des lgendes </li></ul> <ul><li><ul><li>Le post it de 3M </li></ul></li></ul> <ul><li><ul><li>Le CEO dIBM sans badge </li></ul></li></ul> <ul><li><ul><li>Le CEO de quick </li></ul></li></ul> <p>15. SYMBOLES 16. Tabous 17. En quoi a vous concerne? </p> <ul><li>Horaires </li></ul> <ul><li>Relations avec les autres </li></ul> <ul><li>Dress code </li></ul> <ul><li>Office space </li></ul> <ul><li>Training</li></ul> <p>18. Quelles consequences? </p> <ul><li>Cela permet de comprendre ce qui se passe </li></ul> <ul><li>De prendre la bonne dcision </li></ul> <ul><li>Parfois un frein au changement </li></ul> <ul><li>Perception de vivre avec dautres qui partagent les mmes valeurs </li></ul> <ul><li>Point essentiel pour le recrutement et la formation </li></ul> <p>19. ETUDIANTS ENSEIGNANTS-CHERCHEURS EMPLOYEURS OUTILS DE COMMUNICATION CULTURE UNIVERSITAIRE CULTURE DENTREPRISE De la recherche demploi lemploi ppt 20. CULTURE UNIVERSITAIRE CULTURE DENTREPRISE VOTRE HISTOIRE DE VIECV IDENTITE ET PROJET PERSONNEL PROJET PROFESSIONNEL PROCESSUS DINSERTION PROFESSIONNELLE FILIERE DETUDE MASTER 1 MASTER 2 IDENTITE ET PROJET DE LEMPLOYEUR PROJET DE RECRUTEMENT ACTIVITE METIER PRODUIT, SYSTEME PROFIL DE POSTE OFFREDE COMPETENCES OFFRE DEMPLOI PROCESSUS DE RECRUTEMENT Cursus de formationdisciplines, connaissances stages, projets diplmes Comptences exprience, volution fonctions contexte besoins, attentes Communiquer ==&gt;langage commun Motivation Plaquettes sites web projets dentreprise GRH ppt 21. culture et entretien dembauche 22. USvs French corporate culture 23. Though growing rapidly, Google still maintains a small company feel. At the Googleplex headquarters almost everyone eats in the Google caf (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 hasofficesaround the globe and Google engineering centers are recruiting local talent in locations fromZurichtoBangalore . 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 lookfor those who share an obsessive commitment to creating search perfection and having a great time doing it. 24. </p> <ul><li>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. </li></ul> <ul><li>Microsoft values diversity and respects each person's individuality </li></ul> <ul><li>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. </li></ul> <p>25. Le storytelling 26. le rcit est prsent dans tous les temps, dans tous les lieux, dans toutes les socits; le rcit commence avec lhistoire mme de lhumanit; il ny a jamais eu nulle part aucun peuple sans rcit Roland Barthes: introduction lanalyse structurale du rcit, Seuil, Paris, 1991 Crdit : 27. Storytelling : art de raconter des histoires Sunil Kumar 28. Story quoi? </p> <ul><li>Depuis la nuit des temps les hommes se racontent des histoires </li></ul> <ul><li>Mme les solitaires se racontent des histoires </li></ul> <p>Image: 29. Shannon Thunderbird SOURCE: 30. SOURCE: 31. 32. SOURCE: 33. SOURCE: 34. SOURCE: 35. Aujourdhui 36. </p> <ul><li>We tell stories because we have something exciting to tell.</li></ul> <ul><li>We tell stories to have fun, to entertain someone or keep them in suspense.</li></ul> <ul><li>We tell stories to let other people know what we're thinking.</li></ul> <ul><li>We tell stories to express our feelings. </li></ul> <ul><li>We tell stories to teach somebody something or to explain something.</li></ul> <ul><li>We tell stories to share ourselves to let other people get to know us better.</li></ul> <ul><li>We tell stories to give people enjoyment.</li></ul> <ul><li>We tell stories to get feelings out.</li></ul> <ul><li>We tell stories to use our imaginations. </li></ul> <ul><li>We tell stories to save our experiences forever.</li></ul> <ul><li>John Seely Brown and Paul Duguid inThe Social Life of Information </li></ul> <p>37. Cognitive psychologistDonaldNorman (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." 38. UTILE</p> <ul><li>Dans des situations nouvelles, complexes </li></ul> <ul><li>Combine des penses et des sentiments </li></ul> <ul><li>Propose un contexte </li></ul> <ul><li>Facile retenir </li></ul> <ul><li>Authenticit </li></ul> <ul><li>Fait passer un message induit</li></ul> <p>Crdit : 39. Les diffrents types de storytelling 40. Les marques et le storytelling Des campagnesmarques par le storytelling 41. Les marques et le storytelling Les marques fondes sur le storytelling 42. Identification 43. Crer un univers 44. Identit lie lhistoire de lentreprise 45. Les histoires des clients 46. Crdit: Les histoires de produit 47. 48. Une mauvaise histoire ! 49. 50. La politique et le storytelling </p> <ul><li>Photo le 6 mai 2004</li></ul> <ul><li>Ashley Faulkner : Ma mre a t assassine le 11 septembre par les terroristes </li></ul> <ul><li>Spot diffus 30.000 fois dans les swing states </li></ul> <ul><li>6,5 millions $ </li></ul> <ul><li>Victoire de G.W.Bush ! </li></ul> <p>51. Crdit: 52. 53. 54. 55. SPF ECONOMIE 56. 57. Les types dhistoires </p> <ul><li>le hros </li></ul> <ul><li>le survivant </li></ul> <ul><li>succs par lerreur </li></ul> <ul><li>les rites </li></ul> <p>58. POURQUOI UTILISERLE STORYTELLING? 59. UNE ORGANISATION A VECU DES HISTOIRES </p> <ul><li>Cration </li></ul> <ul><li>Fusion </li></ul> <ul><li>Nouveau produit </li></ul> <ul><li>Manager </li></ul> <ul><li>Internationalisation, </li></ul> <ul><li>Erreurs </li></ul> <p>Source: 60. Copyright 2009 SOURCE; 61. Copyright 2009 SOURCE: 62. Crdi: 63. TROIS PRINCIPESSelon WWW.BEMORE.BE 1core message SOURCE: 64. 2 An inspiring story SOURCE: 65. 3 Uniform storytelling SOURCE: 66. Storytelling and knowledge sharing </p> <ul><li> Every afternoon our corporate knowledge walks out of the door and I hope to God theyll be back tomorrow Jeffrey Miller, CEO Documentum </li></ul> <p>67. Barriers to knowledge sharing </p> <ul><li>Knowledge is power </li></ul> <ul><li>Not invented here syndrome </li></ul> <ul><li>People do not realize value knowledge has for others </li></ul> <ul><li>Knowledge sharing is not my job </li></ul> <ul><li>Lack of trust </li></ul> <ul><li>Lack of time </li></ul> <ul><li>Lack of top management support towards knowledge sharing activities </li></ul> <ul><li>Corporate culture </li></ul> <ul><li>Lack of infrastructure </li></ul> <ul><li>Lack of confidence/Damage to reputation </li></ul> <ul><li>No/insufficient rewards and incentives </li></ul> <p>Knowledge sharing: the key to quality Retha Snyman ( Dept of Information Science University of Pretoria 68. Tools &amp; Techniques </p> <ul><li>Water-coolers &amp; Coffee machines </li></ul> <ul><li><ul><li>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. </li></ul></li></ul> <ul><li><ul><li>Source:</li></ul></li></ul> <ul><li><ul><li><ul><li>Davenport, T.H. &amp; Prusak, L. 1998 . Working knowledge: how organizations manage what they know.Boston: Harvard Business School Press:90-93 </li></ul></li></ul></li></ul> <p>Knowledge sharing: the key to quality Retha Snyman ( Dept of Information Science University of Pretoria 69. Tools &amp; Techniques </p> <ul><li>Storytelling </li></ul> <ul><li><ul><li> 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)</li></ul></li></ul> <ul><li><ul><li>Sources: </li></ul></li></ul> <ul><li><ul><li><ul><li>Denning, S. 2000.The springboard: how storytelling ignites action in knowledge-era organisations . Boston: Butterworth-Heinemann</li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>McLellan, H. 2002 . Introduction to Corporate Storytelling . [Online]. Available:</li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>Sole, D. 2002. Sharing knowledge through storytelling.Harvard Graduate School of Education[Online]. Available:</li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>Tobin, P. &amp; Snyman, R (MMM). 2004. Storytelling and knowledge management: whats the story so far?Musaion </li></ul></li></ul></li></ul> <p>Knowledge sharing: the key to quality Retha Snyman ( Dept of Information Science University of Pretoria 70. Conclusion 71. Que faire concrtement? </p> <ul><li>Dfinir une stratgie et un planning </li></ul> <ul><li>Rechercher les faits et les histoires </li></ul> <ul><li>Identifier les conteurs et aller les couter </li></ul> <ul><li>Enregistrer les histoires, les photos, les gens </li></ul> <ul><li>Archiver, traiter </li></ul> <ul><li>Identifier les meilleures histoires en ligne avec la stratgie </li></ul> <ul><li>Communiquer par tous moyens </li></ul> <p>72. </p> <ul><li>TOUS LES </li></ul> <ul><li>MOYENS ! </li></ul> <p>Source : ttp:// 73. QUESTIONS ? 74. </p>