{"id":4518,"date":"2024-07-27T12:13:12","date_gmt":"2024-07-27T10:13:12","guid":{"rendered":"https:\/\/leanculturalconcept.com\/?p=4518"},"modified":"2024-09-09T11:04:09","modified_gmt":"2024-09-09T09:04:09","slug":"ou-sont-passes-les-directeurs","status":"publish","type":"post","link":"https:\/\/leanculturalconcept.com\/fr\/ou-sont-passes-les-directeurs\/","title":{"rendered":"O\u00f9 sont pass\u00e9s les directeurs ?"},"content":{"rendered":"

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Scarlet \u00e9tait une coll\u00e8gue de travail avec qui j\u2019ai collabor\u00e9 pendant de nombreuses ann\u00e9es. Elle \u00e9tait p\u00e9tillante et tr\u00e8s professionnelle. Nous nous entendions bien, et j’appr\u00e9ciais particuli\u00e8rement nos \u00e9changes. En effet, Scarlet, Franco-Mexicaine avec des origines polonaises et libanaises, avait \u00e9galement beaucoup voyag\u00e9, et j\u2019aimais l\u2019entendre me raconter ses aventures d\u2019ordre interculturelles. Nous avons travaill\u00e9 ensemble pendant plus de dix ans dans une multinationale, et progressivement, elle s\u2019est consacr\u00e9e au d\u00e9ploiement du Lean \u00e0 travers diff\u00e9rentes unit\u00e9s du groupe. Cette mission l\u2019a souvent confront\u00e9e \u00e0 des environnements culturels tr\u00e8s vari\u00e9s.<\/p>\n

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L’une de ses premi\u00e8res missions s’est d\u00e9roul\u00e9e au Maroc. Enthousiaste \u00e0 l’id\u00e9e de commencer une s\u00e9rie d’ateliers Lean avec l’\u00e9quipe locale, elle a vite remarqu\u00e9 une absence notable : aucun des directeurs invit\u00e9s n’\u00e9tait pr\u00e9sent. Lors du premier atelier, elle supposait qu\u2019il s\u2019agissait simplement d\u2019un contretemps et elle a poursuivi la session, mais les jours suivants, la situation demeurait la m\u00eame. Les directeurs ne se pr\u00e9sentaient pas.<\/p>\n

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Chaque matin, Scarlet pr\u00e9parait la salle de r\u00e9union, r\u00e9visait l’ordre du jour et attendait les participants. Les \u00e9quipes op\u00e9rationnelles \u00e9taient bien l\u00e0, mais les si\u00e8ges r\u00e9serv\u00e9s aux directeurs restaient d\u00e9sesp\u00e9r\u00e9ment vides. Et alors que son inqui\u00e9tude grandissait, Scarlet a pris l’initiative de poser la question de cette absence \u00e0 une coll\u00e8gue avec laquelle elle avait sympathis\u00e9. Elle lui expliqua sa perplexit\u00e9 face \u00e0 l’absence des directeurs lors des ateliers. Sa coll\u00e8gue, avec un sourire compr\u00e9hensif, expliqua qu’ils n’avaient re\u00e7u aucune invitation de leur direction, sous-entendant qu\u2019une invitation d\u2019une intervenante externe n\u2019avait pas la m\u00eame valeur.<\/p>\n

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Dans les cultures hi\u00e9rarchiques, il est crucial de comprendre le statut des individus et ce que cela implique. Suite \u00e0 ces \u00e9claircissements, Scarlet prit l\u2019initiative de mobiliser le CEO de la filiale afin qu\u2019il puisse adresser l\u2019invitation \u00e0 ses \u00e9quipes. Lors de la session suivante, elle fut ravie de constater que tous les directeurs \u00e9taient pr\u00e9sents.<\/p>\n

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Au-del\u00e0 de la n\u00e9cessit\u00e9 pour Scarlet d\u2019embarquer les responsables dans la d\u00e9marche, l\u2019enjeu \u00e9tait \u00e9galement de s\u2019assurer de la diffusion de l\u2019information \u00e0 travers toutes les sph\u00e8res de l\u2019entreprise.<\/p>\n

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Cette difficult\u00e9 a \u00e9galement \u00e9t\u00e9 rencontr\u00e9e par Karidja, consultante en Lean management form\u00e9e aux \u00c9tats-Unis, qui accompagne des entreprises en Afrique de l’Ouest, d\u2019o\u00f9 elle est originaire.
Impr\u00e9gn\u00e9e de la culture anglo-saxone, Karidja avait pris l\u2019initiative de tenter l\u2019aventure des workshops en visio-conf\u00e9rence, mais elle a vite d\u00e9chant\u00e9. Lors de ces sessions, les subalternes, acteurs de terrains et donc, \u00e0 priori d\u00e9tenteurs d\u2019informations essentielles, ne s\u2019exprimaient jamais spontan\u00e9ment. Elle a rapidement bascul\u00e9 compl\u00e8tement en pr\u00e9sentiel car c\u2019\u00e9tait un pr\u00e9requis pour cr\u00e9er un climat de confiance inclusif permettant \u00e0 des groupes a-hi\u00e9rarchiques de s\u2019exprimer. \u00ab J\u2019ai besoin de lire dans les yeux que le message passe. Pour avancer, il faut cr\u00e9er une dynamique inclusive. Cela n\u00e9cessite de mettre tous les participants suffisamment \u00e0 l\u2019aise pour leur faire dire ce qu\u2019ils ne pensaient pas pouvoir exprimer au sein de groupes hi\u00e9rarchiquement mixtes \u00bb, explique Karidja. Consciente des freins que peut constituer le Lean aupr\u00e8s de certains managers, d\u00e9tenteurs de l\u2019information l\u00e9gitimant leur statut, Karidja se montrait strat\u00e8ge. Elle savait que la transmission de l\u2019information se faisait traditionnellement de mani\u00e8re descendante. Il s\u2019agissait en r\u00e9alit\u00e9 de s\u2019assurer que chacun de re\u00e7oive les informations lui permettant de r\u00e9aliser son travail efficacement, mais en prenant le soin de ne pas en donner plus qu\u2019il n\u2019en faut. La d\u00e9tention de l\u2019information est une composante importante du statut hi\u00e9rarchique, et elle le renforce. D\u00e8s lors, la mise en place de workshop induit des enjeux profonds li\u00e9s au statut et au pouvoir en induisant un flux d\u2019information ascendant. C\u2019est une d\u00e9marche disruptive dans les cultures o\u00f9 la hi\u00e9rarchie est importante, alors que cet enjeu est quasi inexistant dans des cultures \u00e9galitaires.<\/p>\n

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C\u2019est ce qu\u2019a v\u00e9cu Scarlet en Su\u00e8de, quelques mois apr\u00e8s sa mission Marocaine. Ici, non seulement les directeurs arrivaient souvent plus t\u00f4t, mais ils participaient activement aux discussions au m\u00eame titre que leurs subordonn\u00e9s sans que cela n\u2019ait n\u00e9cessit\u00e9 le moindre cadrage pr\u00e9alable.<\/p>\n

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Ainsi, la boussole culturelle du Lean permet de visualiser ces variations hi\u00e9rarchiques en situant la Su\u00e8de et le Maroc. Une telle approche aide \u00e0 mieux comprendre comment les d\u00e9cisions sont prises et comment les r\u00f4les sont per\u00e7us dans diff\u00e9rents contextes culturels, offrant ainsi une grille de lecture pour mieux naviguer dans ces environnements contrast\u00e9s.<\/p>\n

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Et pour approfondir l’analyse des diff\u00e9rences culturelles en termes de hi\u00e9rarchie, il convient d’introduire le concept de hi\u00e9rarchie syst\u00e9mique, particuli\u00e8rement adapt\u00e9 au Lean management. Contrairement \u00e0 une hi\u00e9rarchie organisationnelle, o\u00f9 l’autorit\u00e9 est li\u00e9e aux individus et \u00e0 leur position dans l’organigramme, la hi\u00e9rarchie Lean est bas\u00e9e sur la primaut\u00e9 du syst\u00e8me et des processus. En d’autres termes, ce n’est pas l’individu qui d\u00e9tient le pouvoir, mais le syst\u00e8me lui-m\u00eame.<\/p>\n

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Dans le contexte du Lean, largement inspir\u00e9 de la culture japonaise, l’autorit\u00e9 ne vient pas des individus, mais du cadre op\u00e9rationnel, qui repose sur des normes rigoureuses et une planification minutieuse. Cela se traduit par une hi\u00e9rarchie fonctionnelle plut\u00f4t que personnelle. Chaque individu, quel que soit son niveau, sert un objectif commun : l’am\u00e9lioration continue du syst\u00e8me. Ce cadre encourage une approche ascendante, o\u00f9 les employ\u00e9s, m\u00eame ceux qui occupent des postes modestes, peuvent contribuer \u00e0 l’am\u00e9lioration du processus tout en respectant les r\u00f4les d\u00e9finis. Cette dynamique diff\u00e8re radicalement des cultures hi\u00e9rarchiques comme le Maroc, o\u00f9 le respect de l’autorit\u00e9 individuelle est central, ou la Su\u00e8de, o\u00f9 l’\u00e9galit\u00e9 entre les individus pr\u00e9vaut.<\/p>\n

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Par Natacha Jushko<\/p>\n

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La d\u00e9tention de l\u2019information est une composante importante du statut hi\u00e9rarchique, et elle le renforce. 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