{"id":1424,"date":"2005-01-06T17:03:40","date_gmt":"2005-01-06T22:03:40","guid":{"rendered":"https:\/\/balmert.com\/?p=1424"},"modified":"2019-02-14T17:49:25","modified_gmt":"2019-02-14T22:49:25","slug":"biggest-mistake-number-7","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2005\/01\/06\/biggest-mistake-number-7\/","title":{"rendered":"Plus grande erreur num\u00e9ro 7"},"content":{"rendered":"
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La plus grande erreur num\u00e9ro 7:
Ne pas appr\u00e9cier l'impact r\u00e9el des managers<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u00abLa diff\u00e9rence entre la chance et l'habilet\u00e9 est rarement apparente \u00e0 court terme.\u00bb<\/em><\/p>

~ Conseil en investissement<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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L'\u00e9quipe de gestion s'est r\u00e9unie autour de la table de conf\u00e9rence lors d'une r\u00e9union d'urgence. Le sujet urgent: que faire pour endiguer la mar\u00e9e montante des accidents et des blessures?<\/p>

C'est une sc\u00e8ne famili\u00e8re \u00e0 tout sup\u00e9rieur hi\u00e9rarchique qui \u00e9tait sur le terrain depuis tr\u00e8s longtemps. Les performances de s\u00e9curit\u00e9 ne suivent jamais une ligne droite. Tout comme l'athl\u00e9tisme de comp\u00e9tition, les performances en mati\u00e8re de s\u00e9curit\u00e9 sont constitu\u00e9es de stries et de chutes. M\u00eame les endroits avec les meilleurs chiffres de s\u00e9curit\u00e9 subissent occasionnellement des courants descendants. Conduisant \u00e0 des r\u00e9unions comme celle que je viens de d\u00e9crire.<\/p>

Ces r\u00e9unions de crise sont assur\u00e9es de produire une vague d'activit\u00e9s, toutes con\u00e7ues pour avoir un impact imm\u00e9diat et substantiel sur les performances de s\u00e9curit\u00e9.<\/p>

Nous \u00abrassemblons les suspects habituels\u00bb. Vous savez \u00e0 quoi ils ressemblent: envoyez une lettre exhortant chacun \u00e0 accorder plus d'attention \u00e0 ce qu'il fait; se pr\u00e9senter aux r\u00e9unions de s\u00e9curit\u00e9 avec le m\u00eame message; appeler un temps d'arr\u00eat pour la s\u00e9curit\u00e9; r\u00e9soudre un probl\u00e8me sp\u00e9cifique qui a \u00e9t\u00e9 un facteur dans un accident r\u00e9cent.<\/p>

Ensuite, nous nous asseyons et esp\u00e9rons que cela fonctionne.<\/p>

Heureusement, il ne faut g\u00e9n\u00e9ralement pas longtemps pour que les performances s'am\u00e9liorent. Lorsque cela se produit, cela confirme ce que nous savions depuis le d\u00e9but: impliquez-nous, les gestionnaires, dans les d\u00e9tails de la gestion des performances en mati\u00e8re de s\u00e9curit\u00e9, et nous le ferons mieux que quiconque. Sommes-nous bons ou quoi?<\/p>

Une fois que nous avons fini de r\u00e9soudre \u00able probl\u00e8me de s\u00e9curit\u00e9\u00bb, nous nous remettons \u00e0 travailler sur tous les autres probl\u00e8mes commerciaux auxquels nous sommes confront\u00e9s chaque jour.<\/p>

S'il \u00e9tait l\u00e0 pour regarder tout cela, W. Edwards Deming se roulerait sur le sol en riant.<\/p>

Comme l'a si bien compris le docteur Deming, nous avons \u00e9t\u00e9 t\u00e9moins de variations al\u00e9atoires. Le consultant estim\u00e9 expliquerait le concept: tout dans la vie a une variabilit\u00e9. Lorsque les chiffres vont dans un sens, ils finissent par aller dans l'autre sens. Pour les statisticiens, le terme art est \u00abr\u00e9gression \u00e0 la moyenne\u00bb. C'est la moyenne - la ligne de tendance \u00e0 long terme - c'est ce qui est important, pas les fluctuations \u00e0 court terme des performances.<\/p>

Le ph\u00e9nom\u00e8ne nous a tromp\u00e9s \u00e0 maintes reprises. Lorsque nous intervenons et agissons, nous voyons des r\u00e9sultats; les performances s'am\u00e9liorent. Nous pensons que nous avons un impact sur les performances. Cela doit \u00eatre le r\u00e9sultat direct de notre bon travail. Bien s\u00fbr, tout cela renforce tous les mauvais comportements manag\u00e9riaux.<\/p>

La v\u00e9rit\u00e9 est que nous aurions vu le m\u00eame r\u00e9sultat si nous \u00e9tions partis en vacances.<\/p>

C'est l'une des plus grosses erreurs commises par les gestionnaires dans la gestion des performances en mati\u00e8re de s\u00e9curit\u00e9. Mais ce n'est que la moiti\u00e9 de l'histoire.<\/p>

Bien que nous surestimions l'impact \u00e0 court terme de notre implication directe \u00e0 tirer les ficelles pour am\u00e9liorer les performances, nous sous-estimons constamment l'impact \u00e0 long terme de notre performance en tant que managers. Cette ligne de tendance vers laquelle r\u00e9gresse la performance en mati\u00e8re de s\u00e9curit\u00e9 est essentiellement la mesure de notre comp\u00e9tence en tant que sup\u00e9rieur hi\u00e9rarchique.<\/p>

Depuis le d\u00e9but, nous aurions d\u00fb penser aux performances de s\u00e9curit\u00e9 de cette fa\u00e7on.<\/p>

Acceptons comme une \u00e9vidence que les performances en mati\u00e8re de s\u00e9curit\u00e9 varient consid\u00e9rablement d'un groupe industriel \u00e0 l'autre. Pour de nombreuses raisons, l'ex\u00e9cutant moyen dans le secteur de la fabrication de plastiques a un taux de blessures diff\u00e9rent de celui de la construction ou de l'industrie des services p\u00e9troliers. Au sein de chaque groupe industriel, cependant, les moyens et la m\u00e9thode pour effectuer le travail sont \u00e0 peu pr\u00e8s \u00e9gaux; l'exposition aux risques li\u00e9s \u00e0 la s\u00e9curit\u00e9 au travail est comparable.<\/p>

Dans ces conditions, qu'est-ce qui s\u00e9pare les performances des meilleurs et des moins performants du groupe industriel? Ce doit \u00eatre la comp\u00e9tence collective de la direction, de ceux qui dirigent et g\u00e8rent la performance en mati\u00e8re de s\u00e9curit\u00e9.<\/p>

On disait du l\u00e9gendaire entra\u00eeneur de football Paul \u00abBear\u00bb Bryant qu '\u00abil pouvait prendre son \u00e9quipe et battre la v\u00f4tre; puis prenez votre \u00e9quipe et battez la sienne.<\/p>

Bien s\u00fbr, ce n'est pas ainsi que la plupart d'entre nous voyons la situation. Les autres membres de notre groupe d'entreprises comparables - ceux qui obtiennent les meilleurs r\u00e9sultats - ont toujours eu quelque chose pour eux que nous n'avons pas. Ils avaient des incitations \u00e0 la s\u00e9curit\u00e9, une meilleure main-d'\u0153uvre, des gens qui savaient qu'ils ne devraient pas signaler les blessures, ou de meilleurs outils et \u00e9quipements. Lorsque nous ne pouvions pas l'expliquer autrement, ils \u00e9taient simplement \u00abplus chanceux que nous\u00bb.<\/p>

Entendez-vous le docteur Deming rire?<\/p>

Les comparaisons entre les groupes industriels mettent tout le monde sur un pied d'\u00e9galit\u00e9; \u00e0 long terme, la chance s'annule. Nous sommes confront\u00e9s au fait que nous obtenons exactement ce que nous m\u00e9ritons: les meilleurs managers obtiennent les meilleures performances. C'est si simple.<\/p>

Il est bien trop courant que nous, managers, n'appr\u00e9cions pas pleinement notre impact sur la performance. Nous pensons que c'est beaucoup trop important \u00e0 court terme, et nous ne reconnaissons pas qu'\u00e0 long terme, nos r\u00e9sultats en disent long sur notre performance en tant que gestionnaires.<\/p>

Peter Drucker a dit un jour: \u00abLes entreprises ne sont pas en concurrence; les gestionnaires sont en concurrence. \u00bb<\/p>

C'est une \u00e9norme erreur et l'une des plus grosses erreurs commises par les gestionnaires dans la gestion des performances en mati\u00e8re de s\u00e9curit\u00e9.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

L'\u00e9quipe de gestion s'est r\u00e9unie autour de la table de conf\u00e9rence lors d'une r\u00e9union d'urgence. Le sujet urgent: que faire pour endiguer la mar\u00e9e montante des accidents et des 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