{"id":6055,"date":"2024-09-22T13:19:03","date_gmt":"2024-09-22T11:19:03","guid":{"rendered":"http:\/\/observatoire-asap.org\/?p=6055"},"modified":"2024-09-23T14:41:18","modified_gmt":"2024-09-23T12:41:18","slug":"les-reponses-individuelles-aux-paradoxes-le-role-du-lien-entre-emotions-et-cognition","status":"publish","type":"post","link":"https:\/\/observatoire-asap.org\/index.php\/2024\/09\/22\/les-reponses-individuelles-aux-paradoxes-le-role-du-lien-entre-emotions-et-cognition\/","title":{"rendered":"Les r\u00e9ponses individuelles aux paradoxes\u00a0: le r\u00f4le du lien entre \u00e9motions et cognition"},"content":{"rendered":"

Dans un monde marqu\u00e9 par une complexit\u00e9 croissante et une incertitude constante, les entreprises doivent faire face \u00e0 des d\u00e9fis de plus en plus contradictoires. Les avanc\u00e9es technologiques rapides, la mondialisation, les fluctuations \u00e9conomiques et les crises environnementales sont autant de facteurs qui cr\u00e9ent des environnements dynamiques et impr\u00e9visibles[1]<\/a>. \u00c9tudier les paradoxes permet de comprendre comment les organisations peuvent naviguer ces complexit\u00e9s et \u00e9quilibrer des exigences souvent oppos\u00e9es.<\/p>\n

Qu\u2019est-ce qu\u2019un paradoxe\u00a0?<\/strong><\/p>\n

Un paradoxe est une situation o\u00f9 des demandes, des objectifs ou des \u00e9l\u00e9ments contradictoires coexistent de mani\u00e8re simultan\u00e9e et persistante. Ces contradictions sont souvent irr\u00e9conciliables \u00e0 premi\u00e8re vue et peuvent sembler logiquement incoh\u00e9rentes. Dans le contexte organisationnel, un paradoxe peut se manifester par des attentes conflictuelles qui doivent \u00eatre satisfaites en m\u00eame temps, cr\u00e9ant des d\u00e9fis \u00e0 la fois cognitifs et \u00e9motionnels pour les individus[2]<\/a>. Un exemple de paradoxe est le besoin pour une entreprise d’innover tout en maintenant l’efficacit\u00e9 op\u00e9rationnelle. L’innovation implique souvent de prendre des risques et de consacrer des ressources \u00e0 des projets incertains, tandis que l’efficacit\u00e9 n\u00e9cessite la stabilit\u00e9, la pr\u00e9visibilit\u00e9 et la minimisation des risques. Ces deux objectifs sont contradictoires mais doivent \u00eatre poursuivis simultan\u00e9ment pour assurer le succ\u00e8s \u00e0 long terme de l’entreprise[3]<\/a>.<\/p>\n

Les tensions paradoxales issues de ces demandes simultan\u00e9es et contradictoires persistantes, posent des d\u00e9fis cognitifs et \u00e9motionnels aux employ\u00e9s. Cette recherche se concentre sur la mani\u00e8re dont ces deux dimensions se combinent pour g\u00e9n\u00e9rer des r\u00e9ponses individuelles vari\u00e9es, contrastant avec les \u00e9tudes ant\u00e9rieures qui se limitaient souvent \u00e0 des analyses s\u00e9par\u00e9es des \u00e9motions ou de la cognition.<\/p>\n

M\u00e9thodologie et R\u00e9sultats Principaux<\/strong><\/p>\n

Notre \u00e9tude publi\u00e9e il y quelques semaines dans le journal acad\u00e9mique M@n@gement[4]<\/a> repose sur une analyse qualitative des r\u00e9ponses de 60 employ\u00e9s d’une organisation mondiale, recueillies sur une p\u00e9riode de deux ans. Nous avons identifi\u00e9 deux m\u00e9canismes qui expliquent la relation entre la cognition et les \u00e9motions dans les r\u00e9ponses aux paradoxes : la r\u00e9ponse non r\u00e9gul\u00e9e et la r\u00e9ponse r\u00e9gul\u00e9e.<\/p>\n

    \n
  1. R\u00e9ponse non r\u00e9gul\u00e9e : Lorsque l’\u00e9valuation cognitive de la difficult\u00e9 de g\u00e9rer les tensions paradoxales g\u00e9n\u00e8re une r\u00e9action \u00e9motionnelle sans perception de r\u00f4le de leadership. Par exemple, si une tension est per\u00e7ue comme g\u00e9rable, cela engendre de la confiance en soi et une tendance \u00e0 transcender le paradoxe. En revanche, si la tension est per\u00e7ue comme difficile \u00e0 g\u00e9rer, cela conduit \u00e0 de la frustration et \u00e0 une tentative de redirection des responsabilit\u00e9s.<\/li>\n<\/ol>\n
      \n
    1. R\u00e9ponse r\u00e9gul\u00e9e : Lorsque l’\u00e9valuation cognitive int\u00e8gre la perception de responsabilit\u00e9 de gestion des tensions, les \u00e9motions sont r\u00e9gul\u00e9es et orientent vers des r\u00e9ponses plus constructives et transcendantes. Par exemple, la perception de soi en tant que leader peut transformer la frustration en une motivation \u00e0 g\u00e9rer activement les paradoxes en \u00e9duquant, motivant et alignant les membres de l’\u00e9quipe.<\/li>\n<\/ol>\n

      Implications<\/strong><\/p>\n

      Les r\u00e9sultats montrent que l’articulation entre les \u00e9valuations cognitives et les \u00e9motions peut expliquer les variations des r\u00e9ponses individuelles aux paradoxes. Les \u00e9motions, qu’elles soient positives ou n\u00e9gatives, peuvent toutes deux conduire \u00e0 des r\u00e9ponses actives et potentiellement vertueuses. Par exemple, m\u00eame des \u00e9motions n\u00e9gatives comme la frustration peuvent pousser les individus \u00e0 adopter des r\u00e9ponses plus holistiques et int\u00e9gratives lorsqu’elles sont r\u00e9gul\u00e9es par une perception de r\u00f4le de leadership.<\/p>\n

      L’\u00e9tude[5]<\/a> souligne l’importance de former les managers \u00e0 reconna\u00eetre et \u00e0 g\u00e9rer les paradoxes de mani\u00e8re proactive, en insistant sur la n\u00e9cessit\u00e9 de se percevoir comme des leaders capables de transcender les tensions. Cette prise de conscience et cette formation peuvent favoriser des cycles vertueux au sein des organisations, am\u00e9liorant ainsi la performance organisationnelle.<\/p>\n

      Diana Santistevan<\/a>, Linh Chi Vo<\/a> et Anne-Sophie Thelisson<\/a><\/p>\n

      R\u00e9f\u00e9rences<\/strong><\/p>\n

      [1]<\/a> Dix principes pour penser dans le \u00ab\u00a0monde complexe\u00a0\u00bb d’Edgar Morin (latribune.fr)<\/a><\/p>\n

      [2]<\/a> Le pouvoir du paradoxe : entretien avec Ivo Brughmans | Revue Gestion HEC Montr\u00e9al<\/a><\/p>\n

      [3]<\/a> \u00c0 l\u2019\u00e8re du travail hybride, de nouvelles \u00ab\u00a0tensions paradoxales\u00a0\u00bb apparaissent (theconversation.com)<\/a><\/p>\n

      [4]<\/a> Santistevan, D., Th\u00e9lisson, A. S., & Vo, L. C. (2024). Individual Responses to Paradox: The Articulation Between Emotion and Cognition.\u00a0M@n@gement<\/em>, e8402-e8402.<\/p>\n

      [5]<\/a> Voir notre article publi\u00e9 dans la revue M@n@gement<\/p>\n","protected":false},"excerpt":{"rendered":"

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