{"id":935,"date":"2025-05-06T08:15:37","date_gmt":"2025-05-06T12:15:37","guid":{"rendered":"https:\/\/newleafperformance.ca\/learn\/blog\/"},"modified":"2025-05-06T08:29:10","modified_gmt":"2025-05-06T12:29:10","slug":"de-la-fondation-a-lepanouissement-la-manifestation-de-lindice-de-coherence-organisationnelle-l-e-a-f-dans-le-milieu-de-travail","status":"publish","type":"post","link":"https:\/\/newleafperformance.ca\/fr\/apprendre\/blogue\/de-la-fondation-a-lepanouissement-la-manifestation-de-lindice-de-coherence-organisationnelle-l-e-a-f-dans-le-milieu-de-travail\/","title":{"rendered":"De la fondation \u00e0 l\u2019\u00e9panouissement : La manifestation de l\u2019Indice de Coh\u00e9rence Organisationnelle L.E.A.F. dans le milieu de travail"},"content":{"rendered":"\n
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Par Reem Hssayki MA, BA<\/a><\/strong><\/p>\n\n\n\n

La culture d\u2019un milieu de travail englobe les normes, les valeurs et les croyances qui influencent la mani\u00e8re dont les employ\u00e9s pensent, ressentent et agissent. Il s\u2019agit de l\u2019architecture invisible qui maintient l\u2019ensemble ou, \u00e0 l\u2019inverse, permet son effondrement. Afin de sensibiliser les organisations \u00e0 l\u2019importance de cultiver une culture de travail positive, NewLeaf a d\u00e9velopp\u00e9 l\u2019Indice de Coh\u00e9rence Organisationnelle<\/strong>, un cadre qui d\u00e9montre comment, lorsqu\u2019ils sont align\u00e9s, neuf \u00e9l\u00e9ments cl\u00e9s du milieu de travail s\u2019harmonisent pour favoriser le renforcement des capacit\u00e9s et l\u2019alignement organisationnel.<\/p>\n\n\n\n

<\/p>\n\n\n\n

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La Dimension Encadrante <\/strong>(comme illustr\u00e9 dans le graphique ci-dessous) repr\u00e9sente la fonction ex\u00e9cutive d\u2019une organisation ou d\u2019une \u00e9quipe. Elle d\u00e9finit la vision, planifie les moyens d\u2019y parvenir, \u00e9tablit les attentes et utilise les r\u00e9troactions pour s\u2019am\u00e9liorer et s\u2019adapter aux changements.<\/p>\n\n\n\n

Voyez-le comme \u00e0 la fondation et \u00e0 la charpente d\u2019une maison : elles forment la structure sur laquelle tout le reste repose. Dans notre mod\u00e8le, cette charpente structurelle repose sur trois \u00e9l\u00e9ments essentiels : la mission et la vision<\/strong>, la gouvernance<\/strong>, et les politiques<\/strong>. Si cette structure n\u2019est pas solide et stable, c\u2019est toute la maison \u2014 ou l\u2019organisation \u2014 qui risque de s\u2019effondrer.<\/p>\n\n\n\n

Mission et Vision<\/strong><\/p>\n\n\n\n

Une mission et une vision claires sont des piliers essentiels de la culture organisationnelle. En effet, 79 % des individus r\u00e9fl\u00e9chissent \u00e0 la raison d\u2019\u00eatre d\u2019une organisation avant de postuler sur un emploi<\/strong>. Une vision forte, ancr\u00e9e dans des valeurs fondamentales, permet aux collaborateurs de se projeter dans l\u2019avenir de l\u2019organisation et de s\u2019aligner sur ses objectifs, ce qui renforce la motivation, l\u2019engagement, le sentiment d\u2019appartenance et la fid\u00e9lisation. Ce sentiment d\u2019inclusion nourrit la conviction que leur travail a un sens plus grand, menant ainsi \u00e0 une performance accrue. En l\u2019absence de vision claire, les individus ont davantage tendance \u00e0 agir en fonction de leurs propres valeurs et objectifs personnels.<\/p>\n\n\n\n

Gouvernance<\/strong><\/p>\n\n\n\n

Une gouvernance efficace constitue le socle d\u2019un environnement de travail sain, fond\u00e9 sur la confiance et une culture positive. Le leadership ne se limite pas \u00e0 la supervision des t\u00e2ches : il s\u2019agit d\u2019un r\u00f4le d\u2019accompagnement, de coh\u00e9rence et de mentorat. La confiance r\u00e9ciproque est le ciment de l\u2019ensemble. Un leadership \u00e9thique, incarn\u00e9 par l\u2019empathie, la transparence, l\u2019\u00e9coute active et une communication efficace, cr\u00e9e un environnement s\u00e9curisant o\u00f9 chacun se sent valoris\u00e9, soutenu et impliqu\u00e9. Lorsque les dirigeants respectent leurs engagements et incarnent l\u2019\u00e9quit\u00e9, ils instaurent une culture de cr\u00e9dibilit\u00e9 et de respect mutuel. En investissant dans le d\u00e9veloppement de leurs collaborateurs, ils contribuent \u00e0 r\u00e9duire le stress et l\u2019\u00e9puisement professionnel, cr\u00e9ant ainsi un environnement o\u00f9 chacun peut s\u2019\u00e9panouir tant sur le plan personnel que professionnel.<\/p>\n\n\n\n

Politiques<\/strong><\/p>\n\n\n\n

Des politiques claires, sans ambigu\u00eft\u00e9 et appliqu\u00e9es de mani\u00e8re coh\u00e9rente, permettent aux employ\u00e9s de conna\u00eetre les r\u00e8gles de conduite, de comprendre \u00e0 quoi s\u2019attendre et comment agir. Mais il ne s\u2019agit pas uniquement de r\u00e8gles : il s\u2019agit aussi de cr\u00e9er un climat o\u00f9 la communication est ouverte et la r\u00e9troaction constructive \u2014 un environnement propice \u00e0 la confiance envers les dirigeants et l\u2019organisation. Des politiques bien con\u00e7ues et bien mises en \u0153uvre favorisent la transparence, pr\u00e9viennent les biais et minimisent les conflits.<\/p>\n\n\n\n

Prenez un moment pour r\u00e9fl\u00e9chir :<\/strong> votre organisation fa\u00e7onne-t-elle sa culture de mani\u00e8re intentionnelle ou la laisse-t-elle se construire par d\u00e9faut\u00a0?<\/p>\n\n\n\n

Utilisez notre calculateur de coh\u00e9rence organisationnelle<\/a> pour amorcer votre transformation culturelle.<\/p>\n\n\n\n

Envie d\u2019en savoir plus sur les autres dimensions de notre Indice de Coh\u00e9rence ? Restez \u00e0 l\u2019\u00e9coute pour notre prochain article ou contactez-nous<\/a> d\u00e8s aujourd\u2019hui !<\/p>\n\n\n\n

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

Akpa, V. O., Asikhia, O. U., & Nneji, N. E. (2021). Organizational culture and organizational performance: A review of literature. International Journal of Advances in Engineering and Management<\/em>, 3<\/em>(1), 361-372.<\/p>\n\n\n\n

Dobrini\u0107, D., & Fabac, R. (2021). Familiarity with mission and vision: Impact on organizational commitment and job satisfaction. Business Systems Research: International Journal of the Society for Advancing Innovation and Research in Economy<\/em>, 12<\/em>(1), 124-143.<\/p>\n\n\n\n

Oghojafor, B. E. A., Olayemi, O. O., Okonji, P. S., & Okolie, J. U. (2011). Enhancing an organization’s performance through effective vision and mission. Chinese Business Review<\/em>, 10<\/em>(11).<\/p>\n\n\n\n

Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The importance of developing strategies for employee retention. Journal of Leadership, Accountability & Ethics<\/em>, 12<\/em>(2).<\/p>\n\n\n\n

Kane\u2010Urrabazo, C. (2006). Management’s role in shaping organizational culture. Journal of nursing management<\/em>, 14<\/em>(3), 188-194.<\/p>\n\n\n\n

Gilbreath, B. (2004). Creating healthy workplaces: The supervisor’s role. International review of industrial and organizational psychology<\/em>, 19<\/em>, 93-118.<\/p>\n\n\n\n

Gabriel, K. P., & Aguinis, H. (2022). How to prevent and combat employee burnout and create healthier workplaces during crises and beyond. Business horizons<\/em>, 65<\/em>(2), 183-192.<\/p>\n\n\n\n

Du Plessis, A. J. (2016). The contribution of policies, procedures and rules for successful suggestion systems in organisations: some research findings. Jurnalul Practicilor Comunitare Pozitive<\/em>, 16<\/em>(1), 92-106.<\/p>\n","protected":false},"excerpt":{"rendered":"

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