138: Mobilizing Dysfunction and Mirror Effect: An Innovative Approach to Change Management (15480)

Friday, August 9, 2024

13:00 – 15:00 CT (GMT-5/UTC-5)

Location: Hyatt: Stetson Suite G

Session Number: 138
PDW (workshop)
Orientation: Practice,Theme
Shareable link: https://cdmcd.co/arKYW7

Organizer(s)

VZ

Veronique Zardet

U. of Lyon, IAE Lyon , MAGELLAN, ISEOR, FRANCE, France

Discussant(s)

PS

Peter Sorensen

Benedictine U., United States
TY

Therese F. Yaeger

Benedictine U., United States

Session Chair(s)

MR

María Angeles Rastrollo-Horrillo

U. of Málaga, Spain

Panelist(s)

FM

FADI MAHMOUD

MedSurgSolutions
RG

Robert P. Gephart

U. of Alberta, CANADA
MG

Mélanie Giraudet

ISEOR, Magellan, IAE Lyon, U. Jean Moulin, France
IK

Iliass KANBAR

Jean Moulin U.

The start of a SEAM change process is based exclusively on dysfunctions. Positive points are not identified in the initial diagnosis. Then, the results of the interviews are presented to all the interviewees before the search for solutions begins: this is the mirror effect. The mirror effect is a mix of phrases expressed by the interviewees and generic ideas formulated by the consultant. The only criterion for selecting dysfunctions is to avoid touching people's integrity. This powerful approach nevertheless demands courage on the part of all concerned: the consultant, top management, executives and employees. Why this methodological choice? What difficulties does it present for the consultant and the stakeholders? How should they react? What precautions need to be taken during the interviews and the mirror effect? What positive effects have been observed in the change process? What methodological adaptations are possible in different cultural contexts?