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[...] For him, it is possible to 'control' the change in a group, by relying either on the 'leaders' or on the 'followers', and this, at all levels of the company. He tried to understand the functioning of groups, in order to act on them. His work allowed him to conclude thatthe group favored social change The three dimensions: 'instrumental, relational and contextual' of 'group dynamics', associated with the three profiles: 'entrepreneur, producer and administrator', contribute to fueling the debates of social psychology, through intergroup, intragroup and power relations The successors of Lewin, as well as the contributions of psychoanalysis, will modify the perception of resistance to change, by working on the concept of a restricted group. [...]
[...] and I. Huault', Management and Society, pp. 391-411. ANZIEU D and MARTIN JY: 'The Dynamics of Restricted Groups', PUF, 2000 CROZIER M., FRIEDBERG E., 'The Actor and the System', Editions du Seuil, 1977. HERRBACH O., 'The difficulties related to organizational change: an approach through the psychological contract', Research Paper of the AFC, n°4, July 1999. LEYENS J Ph: 'Social Psychology', P Margada, 1979 VAS A., 'Revisiting resistance to change at different hierarchical levels: an exploratory study', Management 2000, n°5, September-October 2005. [...]
[...] Social psychology has made great strides, through the work of D. Anzieu and R. Muchielli, among others. Many group dynamics exercises have emerged, essential for training and mastering all their subtleties, from identifying group climates to decision-making, in order to allow the small 'meeting' group to act on the large 'company' group. From group dynamics to the theory of organizations, but that's another story. The final word belongs to Machiavelli, who had already noted that 'It is better to be feared than loved, if one cannot be both.' There is nothing whose execution is more difficult or whose success is more uncertain or whose management is more hazardous than the establishment of a new order of things. [...]
[...] What are the main factors that help to promote the implementation of changes within a group? « Based on theoretical, conceptual, and methodological contributions, as well as on case studies and your experience, what are, in your opinion, the main factors that help to promote the implementation of changes within a group? Today's society places us in the face of numerous changes, whether in relation to work, new technologies . Although these changes are regular, they are not always easy to implement in our daily lives, and this proves to be even more complex to establish within a company. [...]
[...] In a 'meeting group', we regularly encounter resistance due to a lack of self-esteem, or even self-confidence, or more simply a lack of training or qualification that could be easily resolved. It is negotiation, cooperation that will bring the various elements of a group to work together 'differently' in the same action, towards the same goal. For the envisaged change to be achieved, the actors concerned must be part of the process, they must appropriate the developments and adhere to the change. [...]
