Contenu du sommaire : Système, réseau et interdépendance

This article addresses the question of the perceived efficiency of the systemic intervention of the Mental Research Institute to solve specific occupational health problems. After emphasizing the operational nature of the central concept of attempted solutions, we explore the situations appropriate to the use of the approach, its methods of implementation and the perception of its efficiency. We analyze data collected by a network of practices (SYPRENE) implementing the Palo Alto School approach and dealing with occupational health issues. Our results show that a high proportion of practitioners, on the one hand, and of help seekers, on the other hand, consider that the occupational health problem is solved after the systemic intervention. We then discuss the scope of this finding of perceived efficiency as well as the contributions and limits of the approach to occupational health while putting our results into perspective for practitioners and researchers.

In this article, we show the relevance of the conceptual categories of the systemic analysis of the Mental Research Institute for the study of interpersonal conflicts from a synthesis of the literature on conflicts, their management, and their types. We articulate its analytical concepts with the updating of life histories and the internalization of contexts, in the sense of habitus'fields. This conceptual canvas is then used as an analysis grid for a case within a Canadian university in two steps: an interpersonal conflict of harassment which becomes a conflict between the conflict management department and the staff union. The systemic analysis of relationships has made it possible to understand interpersonal conflict in terms of symmetrical schismogenesis and then of “rigid complementarity” creating a form of relational frenzy. The systemic analysis of the relations between new trade unionists and members of the university management shows a positive schismogenesis and makes it possible to understand why and how an institutional rupture occurred which led to the establishment of cooperation to prevent or resolve interpersonal conflicts.

This exploratory study seeks to shed light on the transformations in the role of managers that the use of digital platforms for well-being at work has brought about in a telework context. The main risks associated with telework described in the literature are the loss of links, difficulty in collaborating, isolation, endless work, and the blurring of the boundaries between professional and private life. Our objective is to analyze how these platforms can affect the control and support of remote teams, and what are the managerial responses to these new issues. To do this, we questioned a network of occupational health actors, including platform providers, through 60 semi-structured interviews, and collected feedback and its use in the context of teleworking. The results shed light on how control can evolve and result in a stepping aside of the manager in favor of self-control, or even self-management of employees, while placing emotional management and the prevention of psychosocial risks at the heart of their emerging role.

Entrepreneurs who have gone into bankruptcy are generally victims of stigmatization. This hinders their ability to access financial resources for a new entrepreneurial project. In particular, the image of post-failure entrepreneurs is tarnished among banking partners. They are thus victims of discrimination. However, some of them manage to obtain financing from banks when they start a new business. The quality of the entering relationship with the loan officer is, in this respect, preponderant. In this article, we seek to understand under what conditions loan officers sometimes place their trust in a post-bankruptcy entrepreneur, despite a negative first impression of its funding application due to its previous failure. We use Mayer et al.'s (1995) model of the antecedents of interpersonal trust for this purpose. We also rely on a qualitative approach, based on semi-structured interviews with 27 bankers (stigmatizing actors) and entrepreneurs (stigmatized actors). The analysis of our empirical data, through the Gioia et al.'s (2013) methodology, allows us, first, to better understand the stigmatization of post-bankruptcy entrepreneurs (origin, manifestation, reinforcing or mitigating elements), as well as the mistrust they are spontaneously subjected to by the loan managers during the entering relationship. Our results then show that a process of de-stigmatization of post-bankruptcy entrepreneurs can nevertheless emerge during the discovery interview. As such, we highlight, in the form of a four-step decision tree, the banking engagement technology that allows the loan officers to overcome their initial prejudices and be reassured about the perceived integrity and capacity of the entrepreneur despite its past failure.