{"id":41,"date":"2016-04-14T17:05:00","date_gmt":"2016-04-14T15:05:00","guid":{"rendered":"http:\/\/www.carrieres.blog\/?p=41"},"modified":"2025-04-16T17:49:35","modified_gmt":"2025-04-16T15:49:35","slug":"assumer-sa-singularite-face-a-la-pression-de-conformite","status":"publish","type":"post","link":"https:\/\/carrieres.blog\/index.php\/2016\/04\/14\/assumer-sa-singularite-face-a-la-pression-de-conformite\/","title":{"rendered":"Assumer sa singularit\u00e9 face \u00e0 la pression de conformit\u00e9"},"content":{"rendered":"\n

Les salari\u00e9s ont naturellement tendance \u00e0 se conformer aux normes de leur entreprise. Pourtant, les diff\u00e9rences et les points forts de chaque individu sont des atouts. Mais il n’est pas si simple de les mettre en avant. Explications.<\/em><\/p>\n\n\n\n


Pour comprendre les effets des normes sur les individus, il faut d’abord s’int\u00e9resser \u00e0 ce qui d\u00e9finit les personnes “hors-normes”, et notamment \u00e0 leurs points forts qui font la diff\u00e9rence.
L’\u00e9tude des sportifs d\u2019exception d\u00e9montre qu’ils peuvent ainsi devenir des sources d\u2019inspiration :
–  dans le golf : les golfeurs d’exception (seuls Arnold Palmer, Jack Nicklaus et Tiger Woods ont remport\u00e9 plus de 60 tournois PGA alors que la moyenne d\u2019un golfeur professionnel oscille entre 0 et 1) ne se distinguent pas seulement par leurs capacit\u00e9s techniques mais surtout leur r\u00e9silience et r\u00e9cup\u00e9ration apr\u00e8s un coup extraordinairement mauvais \u2026 ou bon !
–  dans le basket : les joueurs d\u2019exception d\u00e9passent les crit\u00e8res de taille : Michael Jordan avait \u00e9t\u00e9 \u00e9cart\u00e9 de l’\u00e9quipe de basket du lyc\u00e9e car trop petit (1m80 \u00e0 l’\u00e9poque malgr\u00e9 une d\u00e9tente s\u00e8che lui permettant d\u00e9j\u00e0 de “dunker”) tandis que Muggsy Bogues, le plus petit joueur de basket de la NBA du haut de son 1m59, \u00e9tait un extraordinaire meneur, bloquant r\u00e9guli\u00e8rement des g\u00e9ants de plus de 2m10 m\u00e8tres durant ses quatorze ann\u00e9es de carri\u00e8re en qualit\u00e9 de joueur et entra\u00eeneur.
–  au marathon : quand les tr\u00e8s bons coureurs se dissocient de la douleur par une pr\u00e9paration mentale pointue, les marathoniens d’exception s’y associent pleinement ; ils voient la douleur comme un formidable indicateur de performance leur signifiant quand il faut ralentir et quand il est possible d\u2019acc\u00e9l\u00e9rer.
–  au tennis : Raphael Nadal, tennisman d’exception, tant par ses r\u00e9sultats que son bras gauche d\u00e9vastateur, est pourtant droitier \u00e0 la ville ! Il d\u00e9cida durant son adolescence, marqu\u00e9e par des entra\u00eenements \u00e0 deux mains, d\u2019utiliser son bras le plus fort : le gauche.
–  dans le saut en hauteur : Dick Fosburry, s\u2019il n\u2019en fut pas l\u2019inventeur, popularisa le saut de dos aux jeux olympiques de 1968. Il gagna la m\u00e9daille d’or, instaurant un nouveau record olympique (2m24) avec beaucoup de facilit\u00e9 apparente (il fut le seul \u00e0 r\u00e9ussir ses sauts du 1er coup jusque 2m22) et une nouvelle pratique (le Fosburry-flop est la technique la plus utilis\u00e9e depuis) \u2026 apr\u00e8s que son saut ait \u00e9t\u00e9 initialement refus\u00e9, puis accept\u00e9 car n\u2019ayant finalement enfreint aucun r\u00e8glement ! <\/p>\n\n\n\n

La norme, de la peur \u00e0 la douleur <\/strong><\/p>\n\n\n\n

Or, mettre en \u0153uvre ses points forts et exposer sa diff\u00e9rence n’est pas aussi \u00e9vident qu’il y para\u00eet, en particulier en entreprise. Nous d\u00e9pendons en effet des autres pour notre survie \u00e9motionnelle et psychologique, et sommes donc pr\u00eats \u00e0 faire beaucoup pour \u00eatre accept\u00e9 et appartenir \u00e0 un groupe. Ce besoin de conformisme est dict\u00e9 par la peur d\u2019\u00eatre remarqu\u00e9, critiqu\u00e9, voire ridiculis\u00e9 ou exclu. Cette peur d’\u00eatre seul contre le groupe (et ce d\u00e8s 3 personnes), d’avoir un avis diff\u00e9rent de la majorit\u00e9 et d’\u00eatre rejet\u00e9 est tr\u00e8s forte. <\/p>\n\n\n\n

Les neurosciences sont venues compl\u00e9ter les recherches en psychologie sociale initi\u00e9es d\u00e8s les ann\u00e9es 1960 en prouvant r\u00e9cemment que le sentiment d’\u00eatre exclu provoque le m\u00eame type de r\u00e9action dans le cerveau que celle caus\u00e9e par une douleur physique. Le fait de se sentir trahi ou non reconnu d\u00e9clenche dans le cerveau un influx nerveux aussi puissant et douloureux qu’un violent coup \u00e0 la t\u00eate.

Le cerveau humain est un organe social. Bien que le travail soit souvent consid\u00e9r\u00e9 comme une transaction purement \u00e9conomique, dans laquelle les personnes \u00e9changent leur travail contre une r\u00e9mun\u00e9ration, le cerveau vit l\u2019environnement professionnel avant tout comme un syst\u00e8me social.<\/p>\n\n\n\n


D\u00e9passer la peur d’\u00eatre “hors-normes” et devenir\u2026 “extra-ordinaire”<\/strong><\/p>\n\n\n\n

Tout concourt \u00e0 ce que nous privil\u00e9giions la conformit\u00e9 du groupe \u00e0 la d\u00e9couverte et l\u2019expression de notre singularit\u00e9, jusqu’\u00e0 notre langage :
–  “se mettre en avant” vient du latin “prostituare”
–  “hors-norme” peut se comprendre \u00e0 la fois comme “a-normal” ou “extra-ordinaire” <\/p>\n\n\n\n

Il est pourtant plus utile de trouver comment nos diff\u00e9rences \u00e0 valeur ajout\u00e9e peuvent b\u00e9n\u00e9ficier au groupe, et transformer la qu\u00eate de performance – \u00eatre le meilleur par rapport aux autres – en recherche d\u2019excellence – donner le meilleur de soi-m\u00eame au service des autres. <\/p>\n\n\n\n

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

Ce que les meilleurs managers font de diff\u00e9rent <\/strong>
Les meilleurs managers ont conscience de ces in\u00e9vitables pressions au conformisme et ont compris qu’elles peuvent \u00eatre d\u00e9lib\u00e9r\u00e9ment utilis\u00e9es. En effet, une minorit\u00e9 peut \u00eatre influente si ses membres expriment la m\u00eame opinion avec assurance et constance, et ainsi imposer progressivement ce qui deviendra la nouvelle norme au sein de l’entreprise. <\/p>\n\n\n\n

Greg Le Roy<\/em><\/p>\n\n\n\n

Sources :
–  article “La m\u00e9thode Tiger Woods appliqu\u00e9e au management” de Gr\u00e9gory Le Roy sur Challenges.fr
–  une interview vid\u00e9o de Joel Guillon, consultant et formateur chez MO2I
–  le livre Psychologie du manager de Patrick Amar, pr\u00e9sident d’Axis Mundi, aux \u00e9ditions Dunod (notamment le chapitre 13 : “L’important, c’est d’\u00eatre aim\u00e9\u2026 et de ne pas se faire remarquer”)
–  le livre Votre cerveau au bureau : mode d\u2019emploi de David Rock chez Intereditions
–  le livre Jouer \u00e0 fond vos points forts de Donald Clifton et Paula Nelson aux \u00e9ditions Marabout
–  le livre S\u2019\u00e9panouir de Martin Seligman, un des p\u00e8res de la psychologie positive, aux \u00e9ditions Belfond (notamment le chapitre 6 “D\u00e9termination, caract\u00e8re et r\u00e9ussite : une nouvelle th\u00e9orie de l\u2019intelligence”)
–  le livre Comment votre swing peut am\u00e9liorer votre management de Assa\u00ebl Adary aux Editions du Palio <\/p>\n\n\n\n

Cet article a \u00e9t\u00e9 publi\u00e9 sur Challenges.fr le 14 avril 2013 sous le titre “Au travail, faut-il se faire remarquer ou ne pas sortir du moule?” disponible \u00e0 l’adresse https:\/\/www.challenges.fr\/emploi\/au-travail-faut-il-se-faire-remarquer-ou-ne-pas-sortir-du-moule_9921<\/a><\/p>\n\n\n\n

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