Group 2

FIRST ANALYSIS of G1 (scientists)
on G2' CONTRIBUTION (Economic Actors)

Drivers of change and non change in management: toward the integration of the human factor.

Stéphane La Branche

(IPBC scientific coordinator)

 

Behavioural sciences tell us that the brain is a lazy organ (it is its way to be most efficient). They also tell us that for each type of effort, sector or activity, the drivers and daily-life barriers to change vary because they relate to different interests, capacities and desires. Becoming vegetarian is not the same as changing a firm’s values or operational processes! Yet, we also know that, in contrast, cognitive and emotional brakes are often cross-cutting for many sectors.

In 2020, JACQUES DIRE COMBIEN DE PARTICIPANTS AU TOTAL working group 2 (private firms) members participated in a COMBIEN series of working sessions: which drivers of change and non change play a role in the integration – or not – of the Human Factor in private firms’ daily operations and management? What were their main worries and hopes relative to this issue? We analysed sentences, concerns, and interests of participants and analysed them from a behavioural research perspective.

 

Methods to integrate the HF.

– Pedagogy. Research tends to show that the most effective pedagogy is that which brings about know-how (such as gaming and environmental education) rather than the acquisition of pure, abstract, information and knowledge.

Sharing good practices and exemplarity: requires an internal institutional culture of experimentation.

– Constraints, potential negative reactions and motors of change.

Obstacles related to managerial models and practices.

– Organizational structure: obstacles to developing transversal processes and operating modes, including the culture of experimentation – or lack thereof. A key factor is the ability to coordinate complex strategies, with different criteria, especially when they bring together different, sometimes conflicting, values.

Well-being: refers to self-knowledge, empathy, connection with one’s emotions and doubts – emotional intelligence- as elements of business transformation. These subjective considerations are key and have been measured in some analyses.

Indicators: How to measure whether a HF or CSR objective has been achieved, to what degree and with what quality and how? With what types of quantifiable and quality criteria?

 

Towards integrated multi-method strategies

The emerging trend of the last few years in research and transitional measures is to deploy a strategy combining information, incentives and material and structural constraints in the most intelligent way possible. Thus, a constraint works better if it is accompanied by an alternative solution and multiple (including non-ecological) benefits with information and awareness-raising campaigns. For firms, this requires coordinating the production process with management, or even upstream: training and education of managers.

 

Next step

Our next step will be to administer an Internet survey to partners firms’ managers so as to test our results are generalisable and contribute to a better integration of the HF in daily professional life.