{"id":964,"date":"2018-01-01T20:00:53","date_gmt":"2018-01-01T20:00:53","guid":{"rendered":"https:\/\/balmertcom.com\/?p=964"},"modified":"2019-01-22T19:44:10","modified_gmt":"2019-01-23T00:44:10","slug":"the-danger-zone","status":"publish","type":"post","link":"https:\/\/balmert.com\/fr\/2018\/01\/01\/the-danger-zone\/","title":{"rendered":"La zone de danger"},"content":{"rendered":"
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\u00abSeuls les parano\u00efaques survivent<\/em>"<\/em><\/p>

~ Andy Grove
Fondateur et PDG d'Intel<\/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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Bienvenue dans la nouvelle ann\u00e9e! Le moment id\u00e9al pour v\u00e9rifier votre check-list des d\u00e9fis de s\u00e9curit\u00e9 difficiles, de A \u00e0 Z. Vous savez: attitude, sensibilisation, comportement, adh\u00e9sion, changement, communication, conformit\u00e9, complaisance, culture, d\u00e9cisions, environnement, \u00e9quipement, concentration \u2026\u2026\u2026 etc. \u2026\u2026. Tout le chemin jusqu'\u00e0 z\u00e9ro. Personne n'est bless\u00e9; tout le monde rentre bien vivant \u00e0 la maison \u00e0 la fin de la journ\u00e9e.<\/span><\/p>

Ces d\u00e9fis sont simples: ce sont simplement un ou deux mots, familiers \u00e0 tous les leaders de la plan\u00e8te.<\/span><\/p>

Ils sont \u00e9galement d'une importance vitale: ne pas prendre soin de ces d\u00e9fis, t\u00f4t ou tard, quelqu'un sera bless\u00e9. Mais pas facile: si les d\u00e9fis \u00e9taient faciles, ils seraient depuis longtemps r\u00e9solus, une fois pour toutes.<\/span><\/p>

C'est l'autre chose \u00e0 propos de ces d\u00e9fis: ils ne sont jamais vraiment r\u00e9solus. Un correctif est une solution d\u00e9finitive \u00e0 un probl\u00e8me. Des d\u00e9fis tels que la conformit\u00e9, la culture et les \u00e9quipements sont en constante d\u00e9gradation: sans investissement \u00e9nerg\u00e9tique, ils ne se maintiendront pas au niveau n\u00e9cessaire pour atteindre z\u00e9ro dommage. C'est juste comme \u00e7a. Cela n'a aucun sens de se tromper en pensant autrement.<\/span><\/p>

Ce qui nous am\u00e8ne au d\u00e9fi de la complaisance. C'est un d\u00e9fi qui va et vient. C'est le d\u00e9fi qu'un leader gagne comme r\u00e9compense pour son excellent travail de gestion des performances en mati\u00e8re de s\u00e9curit\u00e9.<\/span><\/p>

Mais alors, aucune bonne action ne reste jamais impunie.<\/span><\/p>

Un \u00e9tat d'esprit<\/b><\/span><\/p>

Voyager comme je l'ai fait au cours des deux derni\u00e8res d\u00e9cennies, rencontrer des dirigeants du monde entier, un d\u00e9fi auquel je suis r\u00e9guli\u00e8rement confront\u00e9 est la langue: s'assurer que nous fonctionnons \u00e0 partir d'une compr\u00e9hension commune des mots. Le d\u00e9fi linguistique ne se limite pas aux allers-retours entre l'anglais et une autre langue: comme quelqu'un l'a sagement not\u00e9, l'Angleterre et les \u00c9tats-Unis sont deux pays s\u00e9par\u00e9s par une langue commune.<\/span><\/p>

Plus pr\u00e8s de chez vous, la prochaine fois que vous serez assis \u00e0 d\u00e9jeuner avec vos coll\u00e8gues de travail, demandez-leur de d\u00e9finir la \u00abculture\u00bb. Vous obtiendrez probablement autant de r\u00e9ponses diff\u00e9rentes que de personnes assises \u00e0 la table. Je re\u00e7ois \u00e7a tout le temps - au si\u00e8ge mondial. Peu importe o\u00f9 se trouve le QG mondial.<\/span><\/p>

La complaisance est l'un de ces types de mots. Nous l'utilisons tout le temps. Mais press\u00e9 de d\u00e9finir exactement ce qu'est la complaisance \u2026\u2026\u2026 .er \u2026\u2026 euh\u2026. eh bien, vous le savez quand vous le voyez, non?<\/span><\/p>

\u00abNos gens ne r\u00e9fl\u00e9chissent pas. Ou v\u00e9rifier, comme ils sont cens\u00e9s le faire.<\/span><\/p>

Ce n'est pas enti\u00e8rement faux; mais il est loin d'\u00eatre exact et peut m\u00eame \u00eatre un peu trompeur. Il est temps pour un peu d'aide de votre consultant en gestion. La complaisance est un \u00e9tat d'esprit: penser qu'il n'y a pas de danger; Il n'y a pas de quoi s'inqui\u00e9ter; rien ne va mal. La peur et le doute ont \u00e9t\u00e9 chass\u00e9s - de la pens\u00e9e.<\/span><\/p>

Exemple concret: en janvier 2018, de nombreux investisseurs pensent exactement de cette fa\u00e7on \u00e0 propos de leurs portefeuilles. Il n'y a peut-\u00eatre rien \u00e0 craindre. Et peut-\u00eatre que leur valeur nette est en p\u00e9ril, car il y a beaucoup \u00e0 craindre.<\/span><\/p>

Mais ce n'est que de l'argent.<\/span><\/p>

Complaisance - et s\u00e9curit\u00e9<\/b><\/span><\/p>

Remplissez une salle de dirigeants, la complaisance est garantie comme l'un de leurs d\u00e9fis de s\u00e9curit\u00e9 les plus difficiles. Pour une bonne raison: lorsque leurs followers font preuve d'un \u00e9tat d'esprit qualifi\u00e9 de complaisance, ils ne sont pas inquiets. Ils ne doivent pas l'\u00eatre, car rien ne va mal. Pas besoin de se concentrer sur la t\u00e2che \u00e0 accomplir; pas besoin de pr\u00eater une attention particuli\u00e8re aux d\u00e9tails et aux conditions; pas besoin de v\u00e9rifier et de rev\u00e9rifier.<\/span><\/p>

Les laisser libres de r\u00e9fl\u00e9chir aux choses auxquelles ils veulent vraiment penser. Ce qu'ils vont faire le week-end; ce qu'ils ont fait pendant les vacances. Ce n'est pas qu'ils \u00abne pensent pas\u00bb. Ils ne pensent tout simplement pas \u00e0 ce qu'ils font, au moment o\u00f9 ils le font. Rien de tout cela n'est propice au travail en toute s\u00e9curit\u00e9.<\/span><\/p>

Bien s\u00fbr, le moyen le plus rapide de mettre un terme \u00e0 la complaisance serait d'avoir une sorte d'incident grand et laid. Cela rendra tout le monde inquiet, craintif et prudent. Mais ce n'est tout simplement pas le meilleur moyen, comme l'ont d\u00e9montr\u00e9 de nombreux bons leaders qui parviennent \u00e0 garder leurs partisans sur leurs gardes sans b\u00e9n\u00e9ficier d'un \u00e9chec.<\/span><\/p>

Voil\u00e0 \u00e0 quoi ressemble la \u00abcomplaisance des adeptes\u00bb. Vous le savez bien. Qu'en est-il de la \u00abcomplaisance du leader\u00bb? Les dirigeants deviennent-ils complaisants? Et s'ils le font, \u00e0 quoi cela ressemble-t-il?<\/span><\/p>

Bien s\u00fbr qu'ils le font: les dirigeants sont aussi des \u00eatres humains normaux. Eh bien, la plupart le sont.<\/span><\/p>

Ainsi, tout comme leurs partisans, les dirigeants font face \u00e0 leur propre forme de complaisance. En termes absolus, la complaisance du leader est un probl\u00e8me encore plus grand que la complaisance du suiveur: l'ampleur des cons\u00e9quences d'un leader complaisant est bien plus grande. Mais la complaisance des leaders semble diff\u00e9rente: son apparence est souvent autre chose que ce que la plupart des leaders sont enclins \u00e0 penser.<\/span><\/p>

Bien s\u00fbr, il y a la ligne de pens\u00e9e du leader \u00abBien est assez bon\u00bb. La performance en mati\u00e8re de s\u00e9curit\u00e9, mesur\u00e9e par rapport aux pairs, se situe dans le premier (faites votre choix), moiti\u00e9, troisi\u00e8me, quartile, d\u00e9cile: c'est assez bon pour satisfaire (faites votre choix) le patron, l'entreprise, le conseil. Le PDG d'Alcoa, Paul O'Neill, a fait face \u00e0 ce genre de complaisance le premier jour de son administration. De la part d'un vice-pr\u00e9sident senior, qui ne pensait pas beaucoup \u00e0 un nouveau venu de l'ext\u00e9rieur sugg\u00e9rant que nous n'\u00e9tions pas au top de notre forme.<\/span><\/p>

Autrement connu sous le nom de r\u00e9sistance.<\/span><\/p>

Cela peut - et c'est d\u00e9j\u00e0 arriv\u00e9. Mais dans la plupart des endroits o\u00f9 je vais, le \u00abbien n'est jamais assez bien\u00bb caract\u00e9rise la r\u00e9flexion sur la s\u00e9curit\u00e9. C'est ce qu'on appelle l'am\u00e9lioration continue. Objectif de cette ann\u00e9e: 10% de moins que l'an dernier. En supposant que l'ann\u00e9e derni\u00e8re a \u00e9t\u00e9 une bonne ann\u00e9e.<\/span><\/p>

Cette ligne de pens\u00e9e ne produira pas de complaisance - tant que vous \u00eates le leader qui doit d\u00e9terminer le plan d'am\u00e9lioration - et ensuite fournir la performance. L'inqui\u00e9tude, l'anxi\u00e9t\u00e9 et m\u00eame la peur sont plus probables.<\/span><\/p>

Mais supposons que vous sortiez d'une ann\u00e9e sans dommage. Ou \u00eatre sur une s\u00e9rie d'ann\u00e9es de z\u00e9ros: z\u00e9ro, z\u00e9ro, z\u00e9ro\u2026 Ou \u00eatre la meilleure ann\u00e9e de tous les temps. C'est l\u00e0 que le probl\u00e8me de la complaisance peut faire son apparition: \u00abMaintenant que nous avons r\u00e9gl\u00e9 la question de la s\u00e9curit\u00e9\u2026\u00bb ou \u00abPuisque les performances en mati\u00e8re de s\u00e9curit\u00e9 sont sous contr\u00f4le \u2026\u2026\u00bb Ensuite: ________ (remplissez le vide.)<\/span><\/p>

C'est exactement ce \u00e0 quoi ressemble la complaisance des dirigeants - directement de la bouche des dirigeants complaisants. Si vous avez \u00e9t\u00e9 l\u00e0, dit cela, ne vous sentez pas insult\u00e9. Vous avez beaucoup de compagnie.<\/span><\/p>

Ce qui sugg\u00e8re la nature du probl\u00e8me.<\/span><\/p>

C'est la zone de danger<\/b><\/span><\/p>

L'\u00e9chec produit beaucoup de choses, mais la complaisance n'en fait pas partie. En ce sens, le succ\u00e8s est un indicateur d'alerte pr\u00e9coce de la complaisance. Ce n'est pas une garantie de complaisance, mais la tentation est toujours l\u00e0. Il y a toujours des demandes concurrentes sur le temps et l'attention de chaque leader; lorsqu'un certain aspect de la performance de l'entreprise fonctionne bien, il est tout \u00e0 fait naturel pour un dirigeant de se concentrer sur la question urgente de la journ\u00e9e\u2026 semaine\u2026 .mois\u2026 .. ann\u00e9e.<\/span><\/p>

La v\u00e9rit\u00e9 est que les dirigeants sont d\u00e9termin\u00e9s \u00e0 vouloir rechercher les probl\u00e8mes et les r\u00e9soudre. Si la s\u00e9curit\u00e9 n'est pas un probl\u00e8me, il y a toujours d'autres choses sur lesquelles travailler qui sont passionnantes, stimulantes - et pas ennuyeuses.<\/span><\/p>

Donc, si vous sortez d'une excellente ann\u00e9e de performance en mati\u00e8re de s\u00e9curit\u00e9, f\u00e9licitations pour le jo<\/span>b bien fait! Et sachez bien que vous \u00eates maintenant dans la zone de danger. Penser cela vous motivera \u00e0 faire les bonnes choses pour \u00e9viter ce danger, la complaisance.<\/span><\/p>

D'un autre c\u00f4t\u00e9, si vous sortez d'une de ces ann\u00e9es, d\u00e9posez cette \u00e9dition et lisez-la lorsque vous serez de retour au sommet. Cela pourrait simplement vous aider \u00e0 rester l\u00e0-bas et \u00e0 rester en dehors de la zone de danger.<\/span><\/p>

Paul Balmert
<\/span>Janvier 2018<\/span><\/p>

<\/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":"

Dans le bulletin intitul\u00e9 Managing Safety Performance News de ce mois-ci, Paul commence la nouvelle ann\u00e9e en examinant les d\u00e9fis du leadership et en examinant comment la complaisance joue dans l'objectif de renvoyer tout le monde \u00e0 la maison, \u00e0 la fin de chaque quart de travail, bien vivant.<\/p>","protected":false},"author":1,"featured_media":970,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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