culture d'entreprise et storytelling
DESCRIPTION
Cours donné en premier bac ICHEC en novembre 2010TRANSCRIPT
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JacqueJacques Folons Folon
Partner Edge ConsultingPartner Edge ConsultingProfesseur à l’ICHEC, ISFSCProfesseur à l’ICHEC, ISFSC
Professeur invité à l’Université de MetzProfesseur invité à l’Université de Metz
De la culture d’entreprise Au Storytelling Management
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PlanPlan
1.1. Culture d’entrepriseCulture d’entreprise
2.2. Storytelling et ses utilisationsStorytelling et ses utilisations
3.3. Conclusion: comment l’utiliser?Conclusion: comment l’utiliser?
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C’est quoi la culture d’entreprise?C’est quoi la culture d’entreprise?
L’histoire des six singes
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DEFINITIONDEFINITION
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Ca se voit ?Ca se voit ?
On peut identifier la partie visible à première vueOn peut identifier la partie visible à première vue……
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Comment cela se passe-t-il dans votre Comment cela se passe-t-il dans votre organisation?organisation?
• Un nouvel employé qui arrive?Un nouvel employé qui arrive?
• Cinq personnes autour de la machine à café?Cinq personnes autour de la machine à café?
• Un chef qui hurle sur un employé?Un chef qui hurle sur un employé?
• Une personne qui est licenciée?Une personne qui est licenciée?
• Un jeune qui veut tout changer?Un jeune qui veut tout changer?
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Comment définiriez-vous la culture Comment définiriez-vous la culture de votre organisation en une ou de votre organisation en une ou
deux phrases?deux phrases?
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Culture ou cultures?Culture ou cultures?
Profession
entreprise
Religion
Sexe
nationalité
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C’est quoi la culture?C’est quoi la culture?
• Aspects principaux de la culture:Aspects principaux de la culture:– La culture est partagéeLa culture est partagée– La culture est intangibleLa culture est intangible– La culture est confirmée par les La culture est confirmée par les
autresautres
1010Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management
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Niveau et fonction de la Culture:Niveau et fonction de la Culture:
• la Culture existe à deux la Culture existe à deux niveaux:niveaux:
•Le côté visible et observable Le côté visible et observable immédiatement (habillement, immédiatement (habillement, symboles, histoires, etc.)symboles, histoires, etc.)•Le côté invisible qui véhicule Le côté invisible qui véhicule les valeurs, les croyances,etc.les valeurs, les croyances,etc.
•Fonctions de la cultureFonctions de la culture•Intégration Intégration •Guide de fonctionnementGuide de fonctionnement•Guide de communicationGuide de communication
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Eléments de la cultureEléments de la culture
Rites – cérémoniesRites – cérémonies
HistoiresHistoires
SymbolesSymboles
TabousTabous
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Rites et cérémoniesRites et cérémonies
• RecrutementRecrutement
• Christmas partyChristmas party
• DiscoursDiscours
• Pots d’acceuil de départPots d’acceuil de départ
• Réunions Réunions
• ……
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HISTOIRESHISTOIRES- basées sur des événements réels qui basées sur des événements réels qui sont racontées et partagées par les sont racontées et partagées par les employés et racontées aux nouveaux employés et racontées aux nouveaux pour les informer au sujet de pour les informer au sujet de l’organisationl’organisation- qui rendent vivantes les valeurs de qui rendent vivantes les valeurs de l’organisationl’organisation- qui parlent des “héros”, des légendesqui parlent des “héros”, des légendes
-Le post it de 3MLe post it de 3M-Le CEO d’IBM sans badgeLe CEO d’IBM sans badge-Le CEO de quickLe CEO de quick
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SYMBOLESSYMBOLES
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TabousTabous
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En quoi ça vous concerne?En quoi ça vous concerne?
• HorairesHoraires
• Relations avec les autresRelations avec les autres
• Dress codeDress code
• Office spaceOffice space
• Training Training
• ……
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Quelles consequences?Quelles consequences?
• Cela permet de comprendre ce qui se passeCela permet de comprendre ce qui se passe• De prendre la « bonne décision »De prendre la « bonne décision »• Parfois un frein au changementParfois un frein au changement• Perception de vivre avec d’autres qui partagent les Perception de vivre avec d’autres qui partagent les
mêmes valeursmêmes valeurs• Point essentiel pour le recrutement et la formationPoint essentiel pour le recrutement et la formation
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1919
ETUDIANTS ENSEIGNANTS-CHERCHEURS
EMPLOYEURSOUTILS DE COMMUNICATIO
N
CULTURE UNIVERSITAIRE
CULTURE D ’ENTREPRISE
De la recherche d’emploi à l’emploi
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
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2020
CULTURE UNIVERSITAIRE
CULTURE D ’ENTREPRISE
VOTRE HISTOIRE DE VIE CVIDENTITE ET PROJET PERSONNEL
PROJET PROFESSIONNELPROCESSUS D ’INSERTION PROFESSIONNELLE
FILIERE D ’ETUDE
MASTER 1MASTER 2
IDENTITE ET PROJET DE L ’EMPLOYEUR
PROJET DE RECRUTEMENTACTIVITE
METIER
PRODUIT, SYSTEMEPROFIL DE
POSTE
OFFRE DE
COMPETENCES
OFFRED ’EMPLOI
PROCESSUS DE RECRUTEMENT
Cursus de formation
disciplines, connaissances
stages, projets
diplômes
Compétences
expérience, évolution
fonctions
contexte
besoins, attentes
Communiquer ==>langage commun
Motivation
Plaquettes sites web projets d’entreprise
GRH
Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt
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culture et entretien d’embaucheculture et entretien d’embauche
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US vs French corporate cultureUS vs French corporate culture
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Though growing rapidly, Google still maintains a small company feel. At the Googleplex headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at whatever table has an opening and enjoying conversations with Googlers from all different departments. Topics range from the trivial to the technical, and whether the discussion is
about computer games or encryption or ad serving software, it's not surprising to hear someone say, "That's a product I helped develop before I came to Google."
Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and
everyone wears several hats. The international webmaster who creates Google's holiday logos spent a week translating the entire site into Korean. The chief operations engineer is
also a licensed neurosurgeon. Because everyone realizes they are an equally important part of Google's success, no one hesitates to skate over a corporate officer during roller hockey.Google's hiring policy is aggressively non-discriminatory and favors ability over experience. The result is a staff that reflects the global audience the search engine serves. Google has
offices around the globe and Google engineering centers are recruiting local talent in locations from Zurich to Bangalore. Dozens of languages are spoken by Google staffers, from Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling to wine tasting, from flying to frisbee. As Google expands its development team, it continues to look for those who share an obsessive commitment to creating search perfection and having
a great time doing it.
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• Microsoft has an innovative corporate culture and a strong product development focus Microsoft has an innovative corporate culture and a strong product development focus that is designed to keep us on the leading edge of the industry. We believe that our that is designed to keep us on the leading edge of the industry. We believe that our employees are the company's most important asset. They are the source of our creative employees are the company's most important asset. They are the source of our creative ingenuity and success so we empower each staff member to take initiative in solving ingenuity and success so we empower each staff member to take initiative in solving problems, coming up with new ideas and improving the organisation.problems, coming up with new ideas and improving the organisation.
• Microsoft values diversity and respects each person's individualityMicrosoft values diversity and respects each person's individuality
• When you sell software to 180 million people, in 70 countries, speaking 150 languages, When you sell software to 180 million people, in 70 countries, speaking 150 languages, you can't afford to have a singular point of view. Microsoft employs people from many you can't afford to have a singular point of view. Microsoft employs people from many nationalities and backgrounds.nationalities and backgrounds.
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Le storytellingLe storytelling
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« … le récit est présent dans tous les temps, dans tous les lieux, dans toutes les sociétés; le récit commence avec l’histoire même de l’humanité; il n’y a jamais eu nulle part aucun peuple sans récit »
Roland Barthes: introduction à l’analyse structurale du récit, Seuil, Paris, 1991
Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1
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Storytelling : art de raconter des histoires
Sunil Kumar
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Story quoi?Story quoi?
• Depuis la nuit des temps les hommes se racontent des histoires
• Même les solitaires se racontent des histoires…
Image:http://site.voila.fr/sacahistoires/images/F.Bergamini_Le_conteur_20x32.jpg
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Shannon Thunderbird
SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
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Aujourd’hui…Aujourd’hui…
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We tell stories because we have something exciting to tell. We tell stories to have fun, to entertain someone or keep them in suspense. We tell stories to let other people know what we're thinking. We tell stories to express our feelings. We tell stories to teach somebody something or to explain something. We tell stories to share ourselves to let other people get to know us better. We tell stories to give people enjoyment. We tell stories to get feelings out. We tell stories to use our imaginations.We tell stories to save our experiences forever.
John Seely Brown and Paul Duguid in The Social Life of Information
We tell stories because we have something exciting to tell. We tell stories to have fun, to entertain someone or keep them in suspense. We tell stories to let other people know what we're thinking. We tell stories to express our feelings. We tell stories to teach somebody something or to explain something. We tell stories to share ourselves to let other people get to know us better. We tell stories to give people enjoyment. We tell stories to get feelings out. We tell stories to use our imaginations.We tell stories to save our experiences forever.
John Seely Brown and Paul Duguid in The Social Life of Information
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Cognitive psychologist Cognitive psychologist Donald Norman (1993) Donald Norman (1993)
"Stories aren't better than logic; "Stories aren't better than logic; logic isn't better than stories. logic isn't better than stories.
They are distinct; They are distinct; they both emphasize different criteria. I think it very they both emphasize different criteria. I think it very appropriate that both be used in decision-making appropriate that both be used in decision-making
settings. settings. In fact, I rather like the ordering that often happens, In fact, I rather like the ordering that often happens,
usually accidentally: usually accidentally: First the data and the logical analysis, First the data and the logical analysis,
then the stories. then the stories. Yes, let the personal, emotional side of decision Yes, let the personal, emotional side of decision
making have the last word." making have the last word."
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UTILE UTILE
• Dans des situations nouvelles, complexesDans des situations nouvelles, complexes
• Combine des pensées et des sentimentsCombine des pensées et des sentiments
• Propose un contextePropose un contexte
• Facile à retenirFacile à retenir
• AuthenticitéAuthenticité
• Fait passer un message induit Fait passer un message induit
Crédit : http://thinkmarketing.org/files/testimage1.jpg
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Les différents types de storytelling Les différents types de storytelling
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Les marques et le storytellingLes marques et le storytellingDes campagnes marquées par le storytelling
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Les marques et le storytellingLes marques et le storytellingLes marques fondées sur le storytelling
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IdentificationIdentification
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Créer un universCréer un univers
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Identité liée à l’histoire de l’entrepriseIdentité liée à l’histoire de l’entreprise
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Les histoires des clients
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Crédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpg
Les histoires de produit
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Une mauvaise histoire !Une mauvaise histoire !
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La politique et le storytellingLa politique et le storytelling
o Photo le 6 mai 2004 o Ashley Faulkner : « Ma mère a été assassinée le 11 septembre par les terroristes »o Spot diffusé 30.000 fois dans les swing stateso 6,5 millions $o Victoire de G.W.Bush !
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Crédit: http://www.info2tv.fr/wp-content/uploads/2009/07/20090726_nicolas_sarkozy.jpg
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SPF ECONOMIE
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Les types d’histoiresLes types d’histoires
• le hérosle héros
• le survivantle survivant
• succès par l’erreursuccès par l’erreur
• les ritesles rites
•……
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POURQUOI UTILISER POURQUOI UTILISER LE STORYTELLING?LE STORYTELLING?
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UNE ORGANISATION A VECU DES HISTOIRESUNE ORGANISATION A VECU DES HISTOIRES
• CréationCréation
• FusionFusion
• Nouveau produitNouveau produit
• ManagerManager
• Internationalisation,Internationalisation,
• ErreursErreurs
• ……
Source: http://www.delhaizegroup.com/images/Founders.jpg
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Copyright © 2009
SOURCE; http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
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Copyright © 2009SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
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Crédi: http://www.kryogenix.org/code/Jackfield%20and%20Python/pix/wownow.jpg
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TROIS PRINCIPES Selon WWW.BEMORE.BE
1 core
message
1 core
message
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
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2An
inspiring story
2An
inspiring story
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
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3Uniform
storytelling
3Uniform
storytelling
SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
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Storytelling and knowledge sharingStorytelling and knowledge sharing• ““Every afternoon Every afternoon
our corporate our corporate knowledge walks knowledge walks out of the door and out of the door and I hope to God I hope to God they’ll be back they’ll be back tomorrow” – tomorrow” – Jeffrey Miller, CEO Jeffrey Miller, CEO DocumentumDocumentum
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Barriers to knowledge sharingBarriers to knowledge sharing
• Knowledge is powerKnowledge is power• Not invented here syndromeNot invented here syndrome• People do not realize value knowledge has for othersPeople do not realize value knowledge has for others• Knowledge sharing is not my jobKnowledge sharing is not my job• Lack of trustLack of trust• Lack of timeLack of time• Lack of top management support towards knowledge sharing activitiesLack of top management support towards knowledge sharing activities• Corporate cultureCorporate culture• Lack of infrastructureLack of infrastructure• Lack of confidence/Damage to reputationLack of confidence/Damage to reputation• No/insufficient rewards and incentivesNo/insufficient rewards and incentives
Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])([email protected])Retha Snyman ([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria
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Tools & TechniquesTools & Techniques ……
• Water-coolers & Coffee machinesWater-coolers & Coffee machinesWebber: “In the new economy, conversations are the Webber: “In the new economy, conversations are the
most important form of work. Conversations are the most important form of work. Conversations are the way knowledge workers discover what they know, way knowledge workers discover what they know, share it with their colleagues, and in the process share it with their colleagues, and in the process create new knowledge for the organization.”create new knowledge for the organization.”
Source: Source: • Davenport, T.H. & Prusak, L. 1998Davenport, T.H. & Prusak, L. 1998. Working knowledge: how . Working knowledge: how
organizations manage what they know. organizations manage what they know. Boston: Harvard Business Boston: Harvard Business School Press:90-93School Press:90-93
Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])([email protected])Retha Snyman ([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria
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Tools & Techniques …Tools & Techniques …
• StorytellingStorytelling– ““Stories provide a medium of communication, both internally within an Stories provide a medium of communication, both internally within an
organization and externally to customers, potential customers, business organization and externally to customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002) partners, business rivals, investors, and others” (McLellan, 2002)
– Sources:Sources:• Denning, S. 2000. Denning, S. 2000. The springboard: how storytelling ignites action in The springboard: how storytelling ignites action in
knowledge-era organisationsknowledge-era organisations. Boston: Butterworth-Heinemann . Boston: Butterworth-Heinemann • McLellan, H. 2002McLellan, H. 2002. Introduction to Corporate Storytelling. Introduction to Corporate Storytelling. [Online]. . [Online].
Available: www.tech-head.com/cstory1.htm Available: www.tech-head.com/cstory1.htm • Sole, D. 2002. Sharing knowledge through storytelling. Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate Harvard Graduate
School of EducationSchool of Education [Online]. Available: http://lila.pz.harvard.edu [Online]. Available: http://lila.pz.harvard.edu • Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge
management: what’s the story so far? management: what’s the story so far? MusaionMusaion
Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])([email protected])Retha Snyman ([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria
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ConclusionConclusion
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Que faire concrètement?Que faire concrètement?
• Définir une stratégie et un planningDéfinir une stratégie et un planning
• Rechercher les faits et les histoiresRechercher les faits et les histoires
• Identifier les conteurs et aller les écouterIdentifier les conteurs et aller les écouter
• Enregistrer les histoires, les photos, les gensEnregistrer les histoires, les photos, les gens
• Archiver, traiterArchiver, traiter
• Identifier les meilleures histoires en ligne avec la Identifier les meilleures histoires en ligne avec la stratégiestratégie
• Communiquer par tous moyensCommuniquer par tous moyens
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TOUS LESTOUS LES
MOYENS !MOYENS !
Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg
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QUESTIONS ?QUESTIONS ?
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