{"id":9203,"date":"2016-09-30T14:00:53","date_gmt":"2016-09-30T13:00:53","guid":{"rendered":"https:\/\/www.riskinsight-wavestone.com\/?p=9203"},"modified":"2019-12-31T10:17:04","modified_gmt":"2019-12-31T09:17:04","slug":"gestion-de-crise-comment-maximiser-chances","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2016\/09\/gestion-de-crise-comment-maximiser-chances\/","title":{"rendered":"Gestion de crise : Comment maximiser mes chances ?"},"content":{"rendered":"<p><em>&#8220;Plus je m&#8217;entra\u00eene, plus j&#8217;ai de la chance&#8221;.\u00a0Cette devise bien connue des golfeurs est transposable en tout point \u00e0 la gestion de crise.<\/em><\/p>\n<p><strong>Seul un entrainement r\u00e9gulier permet de cr\u00e9er les automatismes salvateurs lorsque surviendra la situation de crise.<\/strong> Il est impossible de tout pr\u00e9voir, et illusoire et inefficace de chercher \u00e0 d\u00e9crire toutes les situations de crise possibles. Il surviendra toujours un \u00e9v\u00e9nement nouveau, impr\u00e9visible, voire impensable. C\u2019est pourquoi il <strong>est n\u00e9cessaire de s\u2019entra\u00eener \u00e0 analyser et r\u00e9agir rapidement sous pression.<\/strong> Une fois les premiers r\u00e9flexes acquis, les organes de gestion de crise plus matures pourront d\u00e9velopper leur \u00ab force de r\u00e9flexion rapide \u00bb, un groupe d\u00e9di\u00e9 et entra\u00een\u00e9 pour aider les dirigeants dans leur pilotage des situations \u00a0tr\u00e8s complexes et plus particuli\u00e8rement \u00ab hors-cadre \u00bb de r\u00e9f\u00e9rence qui mettent en grande difficult\u00e9 tous les sch\u00e9mas pr\u00e9\u00e9tablis.<a href=\"#_ftn1\" name=\"_ftnref1\">[1]<\/a>\u00a0<a href=\"#_ftn2\" name=\"_ftnref2\">[2]<\/a>\u00bb<br \/>\nHuit sc\u00e9narios de gestion de crise\u00a0\u00ab\u00a0g\u00e9n\u00e9riques\u00a0\u00bb&#8230;<\/p>\n<p><a href=\"#_ftn3\" name=\"_ftnref3\"><\/a><\/p>\n<p>Le groupe de Place Robustesse<a href=\"#_ftn1\" name=\"_ftnref1\">[3]<\/a>, cr\u00e9\u00e9 en\u00a02005 \u00e0 l\u2019initiative de la Banque\u00a0de\u00a0France, a notamment d\u00e9fini huit sc\u00e9narios de crise \u00ab\u00a0g\u00e9n\u00e9riques\u00a0\u00bb en raison de leur repr\u00e9sentativit\u00e9 :<\/p>\n<p><a href=\"#_ftn3\" name=\"_ftnref3\"><\/a><\/p>\n<ul>\n<li>Gr\u00e8ve g\u00e9n\u00e9rale des transports\u00a0;<\/li>\n<li><a href=\"\/?tag=crue-de-seine\">Crue de la Seine\u00a0;<\/a><\/li>\n<li>Risque de pand\u00e9mie\u00a0;<\/li>\n<li>Attentats terroristes\u00a0;<\/li>\n<li>Panne g\u00e9n\u00e9rale d\u2019\u00e9lectricit\u00e9\u00a0;<\/li>\n<li>Accident industriel ou attentat de type NRBC (nucl\u00e9aire, radiologique, biologique, chimique)\u00a0;<\/li>\n<li>D\u00e9faillance d\u2019un prestataire \u00ab\u00a0critique\u00a0\u00bb\u00a0;<\/li>\n<li><a href=\"https:\/\/www.riskinsight-wavestone.com\/en\/tag\/cyberattack\/\">Cyber-attaque<\/a><\/li>\n<\/ul>\n<p><strong>8 sc\u00e9narios de crise\u2026..dont 4 qui se sont produits durant ces 6 derniers mois<\/strong>\u00a0: l\u2019actualit\u00e9 met en exergue la n\u00e9cessit\u00e9 de prendre en compte ces sc\u00e9narios majeurs, qui d\u00e9crivent des menaces actuelles et, malheureusement, probables.<\/p>\n<h2>&#8230; Qui n\u00e9cessitent des entra\u00eenements sp\u00e9cifiques&#8230;<\/h2>\n<p>Au sein des organisations, il appara\u00eet \u00e9vident que les entra\u00eenements et les exercices ne sont <strong>plus une option mais bel et bien une n\u00e9cessit\u00e9<\/strong>. L\u2019enjeu \u00e9tant de construire un plan de progression pluriannuel \u00e0 la fois suffisamment ambitieux mais \u00e9galement en ad\u00e9quation avec le niveau de maturit\u00e9 de l\u2019entit\u00e9.<\/p>\n<p>Le plan de test doit, in fine, <strong>couvrir \u00e0 la fois les diff\u00e9rentes \u00e9tapes de la gestion de crise<\/strong> (de la phase d\u2019alerting jusqu\u2019\u00e0 la sortie de crise) mais \u00e9galement les sc\u00e9narios de crise auxquels peut \u00eatre confront\u00e9e l\u2019organisation. Id\u00e9alement, une fr\u00e9quence de deux exercices de gestion de crise par an est pr\u00e9conis\u00e9e pour permettre \u00e0 l\u2019\u00e9quipe constituant la cellule de crise de s\u2019habituer \u00e0 travailler ensemble (prise en compte des turn over).<\/p>\n<p>Il est primordial de varier les sc\u00e9narios pour s\u2019entra\u00eener et acqu\u00e9rir les comp\u00e9tences n\u00e9cessaires \u00e0 une gestion de crise ma\u00eetris\u00e9e. Par exemple, les comp\u00e9tences li\u00e9es \u00e0 la communication de crise peuvent \u00eatre consolid\u00e9es lors d\u2019exercices de m\u00e9dia training sp\u00e9cifiques au cours desquels les communicants sont sp\u00e9cifiquement sollicit\u00e9s (simulation de prise de parole aupr\u00e8s de la presse, m\u00e9dias film\u00e9es avec d\u00e9briefing et formalisation de communiqu\u00e9s \u00e0 destination des autorit\u00e9s, des victimes\u2026). En effet, il est imp\u00e9ratif de comprendre comment fonctionnent les m\u00e9dias pour \u00eatre en capacit\u00e9 de leur restituer le bon message dans le timing attendu avec le niveau souhait\u00e9 d\u2019information.<\/p>\n<p>Par ailleurs, des entra\u00eenements sp\u00e9cifiques de grande ampleur, faisant interagir plusieurs cellules de crise (avec potentiellement des cellules extra entit\u00e9), peuvent \u00eatre organis\u00e9s pour mesurer la capacit\u00e9 de l\u2019organisation \u00e0 ma\u00eetriser les outils et m\u00e9thodes de gestion de crise pr\u00e9vus et mis en place. Ce type d\u2019exercice permet de valider le circuit et les modalit\u00e9s de communication entre les cellules de crise.<\/p>\n<p>Les constats r\u00e9alis\u00e9s au cours des exercices permettent d\u2019<strong>identifier les failles potentielles du dispositif<\/strong> qui font alors l\u2019objet d\u2019un plan de recommandation prioris\u00e9. L\u2019entit\u00e9 devra \u00e9tablir, mettre en \u0153uvre et suivre un plan d\u2019action lui permettant de s\u2019assurer de la r\u00e9silience du dispositif mis en place.<\/p>\n<p>A l\u2019issue des exercices, les <strong>partages de retours d\u2019exp\u00e9riences<\/strong> entre les organisations constituent des \u00e9l\u00e9ments de progr\u00e8s indispensables car ils permettent \u00e0 la fois de faire progresser les entit\u00e9s mais \u00e9galement d\u2019augmenter leur capacit\u00e9 d\u2019apprentissage (notamment par l\u2019identification des points forts qui doivent \u00eatre capitalis\u00e9s et actions qui pourraient \u00eatre mises en place pour am\u00e9liorer ce qui a moins bien fonctionn\u00e9).<\/p>\n<h2>&#8230; Afin d&#8217;identifier les\u00a0comp\u00e9tences requises&#8230;<\/h2>\n<p>Contrairement \u00e0 ce que la plupart des managers en per\u00e7oivent, <strong>la capacit\u00e9 \u00e0 savoir appr\u00e9hender les \u00e9l\u00e9ments cl\u00e9s d\u2019une gestion de crise r\u00e9ussie n\u2019est pas inn\u00e9e<\/strong>, loin de l\u00e0.<\/p>\n<p>En effet, la gestion de crise requiert des comp\u00e9tences qui ne sont habituellement pas utilis\u00e9es.<\/p>\n<p>Si le niveau d\u2019expertise m\u00e9tier de chacun des contributeurs assurant la conduite de crise n\u2019est pas remis en cause, il n\u2019en demeure pas moins que d\u2019autres comp\u00e9tences sp\u00e9cifiques doivent \u00eatre acquises pour contribuer \u00e0 une gestion de crise efficace. Ces comp\u00e9tences englobent notamment la capacit\u00e9 \u00e0 comprendre, analyser l\u2019information, et \u00e0 d\u00e9finir rapidement les impacts potentiels et les parties prenantes.<\/p>\n<p>Sous l&#8217;effet du <strong>facteur pression du temps et de l&#8217;\u00e9motion<\/strong>, les managers se retrouvent confront\u00e9s \u00e0 de nouveaux d\u00e9fis : \u00eatre capables de traiter quasiment de mani\u00e8re instantan\u00e9e les informations entrantes afin de les analyser \u00e0 chaud, les partager et valider les actions \u00e0 mettre en \u0153uvre.<\/p>\n<p>Le facteur temps compresse les d\u00e9lais habituels d\u2019analyse, de qualification donc de r\u00e9flexion. Quant au facteur \u00e9motion, le manager peut naturellement se retrouver dans une d\u00e9marche instinctive et donc \u00e9loign\u00e9e d\u2019une d\u00e9marche intellectuelle. Or, les d\u00e9cisions instinctives, prises dans l\u2019urgence, sont d\u00e9nu\u00e9es de r\u00e9flexions analytiques \u00e9labor\u00e9es.<\/p>\n<p>Ces nouveaux contextes et champ d\u2019action modifient la donne, les curseurs et les niveaux d\u2019expertise requis. Cela n\u00e9cessite l&#8217;application d&#8217;une m\u00e9thodologie qui, rappelons-le, n&#8217;est pas inn\u00e9e (car ne faisant pas a priori partie des r\u00e9flexes acquis).<\/p>\n<h2>&#8230; Et de d\u00e9velopper des r\u00e9flexes appropri\u00e9s<\/h2>\n<p>Face \u00e0 des \u00e9v\u00e9nements brutaux, d\u00e9stabilisants voire choquants\u00a0psychologiquement, il s&#8217;agit de s&#8217;appuyer sur des r\u00e9flexes\u00a0acquis au cours de l\u2019exp\u00e9rience propre ou de l\u2019entra\u00eenement sp\u00e9cifique. Cela est d\u2019autant plus n\u00e9cessaire que le <strong>facteur humain<\/strong> entre en consid\u00e9ration\u00a0: nous n\u2019avons pas tous les m\u00eames capacit\u00e9s \u00e0 g\u00e9rer une situation d\u00e9stabilisante et\/ou inhabituelle. Quelle est ma capacit\u00e9 individuelle \u00e0 \u00e9voluer dans un contexte excessivement complexe dont je ne connais ni les contours ni l\u2019issue, ceci sous une intensit\u00e9 de stress constante et ce, sur du court, moyen voire long terme\u00a0?<\/p>\n<p>L\u2019effet du facteur humain est applicable \u00e0 chaque membre de la cellule de crise mais \u00e9galement au groupe d\u2019individus qui la constitue. Si les capacit\u00e9s intrins\u00e8ques de chaque individu peuvent influer sur les r\u00e9sultats en termes d\u2019efficacit\u00e9 de l\u2019\u00e9quipe, les interactions entre les diff\u00e9rents individus constituant le groupe peuvent avoir des impacts aussi bien positifs que n\u00e9gatifs. En effet, dans certaines situations deux \u00ab\u00a0plus\u00a0\u00bb peuvent faire un \u00ab\u00a0moins\u00a0\u00bb\u00a0; en d\u2019autres termes, deux individus pourtant reconnus pour leurs expertises individuelles respectives ne parviennent pas \u00e0 produire ensemble la valeur ajout\u00e9e attendue. Le facteur humain au sein du groupe est donc un \u00e9l\u00e9ment dont on ne peut faire l\u2019impasse. Aussi, pour \u00eatre efficace et efficient ensemble, il faut se conna\u00eetre (tout particuli\u00e8rement dans le contexte particulier qui est celui de la gestion de l\u2019urgence et des priorit\u00e9s). Les <strong>entra\u00eenements r\u00e9guliers sur divers sujets et p\u00e9rim\u00e8tres concourent \u00e0 r\u00e9duire les effets potentiellement n\u00e9fastes du facteur humain<\/strong>.<\/p>\n<p>&nbsp;<\/p>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> Patrick Lagadec : &#8220;La Force de r\u00e9flexion rapide Aide au pilotage des crises&#8221;, Pr\u00e9ventique-S\u00e9curit\u00e9, n 112, Juillet-Ao\u00fbt 2010, p. 31-35.<\/p>\n<p><a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> Patrick Lagadec : \u00ab Le Continent des impr\u00e9vus &#8211; Journal de bord des temps chaotiques \u00bb, Ed. Les Belles Lettres, 2015, p. 239.<\/p>\n<p><a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a> Le Groupe de Place Robustesse se compose d\u2019\u00e9tablissements de cr\u00e9dit ou assimil\u00e9s, d\u2019infrastructures de march\u00e9, du HFDS du minist\u00e8re de l\u2019\u00c9conomie et des Finances, de la Direction g\u00e9n\u00e9rale du Tr\u00e9sor, de la F\u00e9d\u00e9ration bancaire fran\u00e7aise, de la Banque de France, des autorit\u00e9s de supervision et de r\u00e9gulation telles que l\u2019Autorit\u00e9 de contr\u00f4le prudentiel et de r\u00e9solution et l\u2019Autorit\u00e9 des march\u00e9s financiers.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>&#8220;Plus je m&#8217;entra\u00eene, plus j&#8217;ai de la chance&#8221;.\u00a0Cette devise bien connue des golfeurs est transposable en tout point \u00e0 la gestion de crise. Seul un entrainement r\u00e9gulier permet de cr\u00e9er les automatismes salvateurs lorsque surviendra la situation de crise. Il&#8230;<\/p>\n","protected":false},"author":1132,"featured_media":9239,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[36,3225],"tags":[244,3312,2091],"coauthors":[2570,2390,2724],"class_list":["post-9203","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-cybersecurity-digital-trust","category-ethical-hacking-indicent-response","tag-crise","tag-crisis-management-2","tag-facteur-humain"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Gestion de crise : Comment maximiser mes chances ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"&quot;Plus je m&#039;entra\u00eene, plus j&#039;ai de la chance&quot; : cette devise bien connue des golfeurs est transposable en tout point \u00e0 la gestion de crise.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.riskinsight-wavestone.com\/2016\/09\/gestion-de-crise-comment-maximiser-chances\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Gestion de crise : Comment maximiser mes chances ? - RiskInsight\" \/>\n<meta property=\"og:description\" content=\"&quot;Plus je m&#039;entra\u00eene, plus j&#039;ai de la chance&quot; 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