{"id":28490,"date":"2012-11-05T10:44:22","date_gmt":"2012-11-05T15:44:22","guid":{"rendered":"http:\/\/ceric.ca\/?p=28490"},"modified":"2018-06-07T10:44:57","modified_gmt":"2018-06-07T14:44:57","slug":"le-potentiel-entrepreneurial","status":"publish","type":"post","link":"https:\/\/ceric.ca\/fr\/2012\/11\/le-potentiel-entrepreneurial\/","title":{"rendered":"Le potentiel entrepreneurial"},"content":{"rendered":"

Par Doria Ross<\/em><\/p>\n

Les organismes d\u2019aide au d\u00e9marrage d\u2019entreprise ont l\u2019habitude d\u2019administrer aux gens qui requi\u00e8rent leurs services un \u00ab bon test diagnostic \u00bb pour v\u00e9rifier leurs aptitudes entrepreneuriales. Est-ce vraiment efficace et n\u00e9cessaire?<\/p>\n

Faut-il le rappeler, les instruments d\u2019investigation psychique (d\u2019aucuns disent psychologique), tels les tests, les inventaires, les \u00e9chelles sont des instruments de mesure indirecte<\/strong> con\u00e7us selon un mod\u00e8le behavioriste, stimulus-r\u00e9ponse (les r\u00e9ponses \u00e0 un test, comme \u00e0 un examen, ne sont pas des r\u00e9ponses \u00e0 une question mais bien \u00e0 un stimulus, contrairement \u00e0 la perception populaire). Il s\u2019agit d\u2019instruments impr\u00e9cis dont la mesure est g\u00e9n\u00e9ralement peu valide. Affirmer que \u00ab le test dressera un portrait juste de la personne \u00bb et que \u00ab les tests de psychom\u00e9trie constituent le seul moyen infaillible (sic) de d\u00e9terminer les motivations intrins\u00e8ques d\u2019un candidat \u00bb (lu dans le Journal des Affaires) rel\u00e8ve d\u2019une sorte de cr\u00e9dulit\u00e9 na\u00efve.<\/p>\n

Habituellement, les conseillers utilisent des tests et autres instruments similaires pour recueillir des informations sur le client afin d\u2019\u00e9valuer ses int\u00e9r\u00eats, ses aptitudes, ses comportements, son potentiel etc., et de pr\u00e9dire<\/strong> ses possibilit\u00e9s de r\u00e9ussite pour accomplir telles t\u00e2ches ou telles activit\u00e9s, assumer des responsabilit\u00e9s, g\u00e9rer une entreprise, etc. Or, il est connu que la plus grande faiblesse de ces instruments c\u2019est la pr\u00e9diction<\/strong>. Le danger existe qu\u2019une approche psychom\u00e9trique g\u00e9n\u00e9ralis\u00e9e ait tendance \u00e0 verser dans une sorte de fumisterie dont la premi\u00e8re victime innocente serait le conseiller lui-m\u00eame.<\/p>\n

Un brillant professeur au programme de doctorat en Mesure et \u00e9valuation \u00e0 l\u2019Universit\u00e9 d\u2019Ottawa nous r\u00e9p\u00e9tait : \u00ab A test is better than a guess \u00bb. Et moi de r\u00e9pondre: \u201cSo what ? \u00bb\u00a0 Le \u00ab guess \u00bb c\u2019est le propre d\u2019un quidam qui ne sait pas. De toute fa\u00e7on, quiconque r\u00e9fl\u00e9chit sur l\u2019incroyable complexit\u00e9 du cerveau humain qui g\u00e8re des milliards de r\u00e9actions neurologiques d\u2019ordre chimique et \u00e9lectrique, cachant des potentiels\u00a0 insoup\u00e7onn\u00e9s qu\u2019une occasion ou une situation r\u00e9v\u00e8lent soudainement, devient incroyant par rapport \u00e0 la capacit\u00e9 des \u00ab tests \u00bb \u00e0 r\u00e9v\u00e9ler ce qui se passe entre les deux oreilles des gens. Ainsi en est-il des entrepreneurs. C\u2019est dans l\u2019action<\/strong>, dans une situation donn\u00e9e, que se r\u00e9v\u00e8le le potentiel r\u00e9el, et non pas dans les tests, comme c\u2019est dans une situation donn\u00e9e que se r\u00e9v\u00e8le le h\u00e9ros.<\/p>\n

Il est connu qu\u2019\u00e0 la t\u00eate d\u2019une entreprise il faut un duo compl\u00e9mentaire ins\u00e9parable : un entrepreneur et un administrateur. Vite dit, le premier se pr\u00e9occupe de vision, de strat\u00e9gie, de d\u00e9veloppement, et le second s\u2019occupe de l\u2019organisation et des op\u00e9rations. Rarement d\u2019accord, ils g\u00e9n\u00e8rent une dynamique essentielle \u00e0 la r\u00e9ussite de l\u2019entreprise. Ils constituent une direction en \u00e9quilibre. C\u2019est le point de d\u00e9part. En effet, la r\u00e9ussite en gestion d\u2019entreprise est bas\u00e9e sur la gestion de l\u2019\u00e9quilibre. D\u2019abord dans l\u2019\u00e9quipe de direction, puis entre la production et la consommation, entre le marketing et la force de vente, entre la pub, la R & D et la concurrence, etc.<\/p>\n

Dans une recherche entreprise aupr\u00e8s de cinquante chefs de PME manufacturi\u00e8re (d\u00fbment s\u00e9lectionn\u00e9s) de la r\u00e9gion de Montr\u00e9al, j\u2019ai d\u00e9couvert que seulement 22 % avaient le double profil entrepreneur et administrateur. Les autres auraient probablement int\u00e9r\u00eat, pour se faciliter la t\u00e2che, \u00e0 b\u00e9n\u00e9ficier de l\u2019aide d\u2019un associ\u00e9, d\u2019un mentor, d\u2019un conseiller, etc. dont les caract\u00e9ristiques soient, de pr\u00e9f\u00e9rence, compl\u00e9mentaires.<\/p>\n

L\u2019inventaire des pr\u00e9f\u00e9rences c\u00e9r\u00e9brales de Ned Herrmann, qui identifie le profil type de l\u2019entrepreneur et de l\u2019administrateur, entre autres, m\u2019appara\u00eet l\u2019instrument le plus s\u00e9rieux que je connaisse. L\u2019hypoth\u00e8se de base fut valid\u00e9e par cinq th\u00e8ses de doctorat ind\u00e9pendantes. Quoique tr\u00e8s int\u00e9ressant, il n\u2019est pas indispensable.<\/p>\n

Il existe un merveilleux instrument qui permet aux gens de se conna\u00eetre r\u00e9ellement, de s\u2019auto-\u00e9valuer, de d\u00e9velopper des habilet\u00e9s de gestion de PME. De m\u00eame que l\u2019\u00e9valuation et la formation des pilotes d\u2019avion passent n\u00e9cessairement par le simulateur de vol, ainsi l\u2019\u00e9valuation et la formation des chefs d\u2019entreprise devraient passer par un simulateur de gestion d\u2019entreprise. Cet instrument existe au Qu\u00e9bec et des organismes d\u2019avant-garde l\u2019utilisent : l\u2019Universit\u00e9 de Sherbrooke en management, les commissions scolaires du Pays-des-bleuets et Harricana au DEP, le CLD d\u2019Amos, etc.<\/p>\n

Le simulateur reconstitue l\u2019environnement d\u00e9cisionnel d\u2019une gestion d\u2019entreprise dans un march\u00e9 concurrentiel affect\u00e9 par l\u2019\u00e9volution de l\u2019\u00e9conomie et le comportement des entreprises impliqu\u00e9es. Comme il n\u2019y a pas de \u00ab bonnes d\u00e9cisions gagnantes \u00bb inscrites dans le logiciel, la simulation ne se \u00ab\u00a0 br\u00fble \u00bb pas et les participants peuvent recommencer. C\u2019est toujours nouveau. Les gens qui ont vraiment du potentiel entrepreneurial y prennent go\u00fbt et veulent toujours recommencer. Je l\u2019ai observ\u00e9 \u00e0 maintes reprises. Et le compl\u00e9ment de l\u2019entrepreneur, l\u2019administrateur, apprend \u00e0 devenir un meilleur partenaire en saisissant l\u2019ensemble complexe du probl\u00e8me \u00e0 r\u00e9soudre en gestion d\u2019entreprises. De m\u00eame, le choix d\u2019un mentor, d\u2019un associ\u00e9, d\u2019un conseiller devrait se faire en compl\u00e9mentarit\u00e9 des caract\u00e9ristiques du chef d\u2019entreprise.<\/p>\n

S\u2019il y a un domaine o\u00f9 l\u2019innovation est incontournable, c\u2019est bien dans l\u2019entrepreneuriat. Devant le constat d\u2019un d\u00e9ficit entrepreneurial au Qu\u00e9bec, il est temps d\u2019innover dans les moyens, dans les interventions, dans les actions. Un \u00ab\u00a0 Qu\u00e9bec plus entreprenant<\/strong> \u00bb devrait s\u2019initier dans et par l\u2019action<\/strong>.<\/p>\n

\n

Doria Ross est professeur retrait\u00e9 de l’UQAM.\u00a0 \u00c0 la fondation de l’UQAM, il a cr\u00e9\u00e9 le baccalaur\u00e9at en Information scolaire et professionnelle qui est devenu le baccalaur\u00e9at en D\u00e9veloppement de carri\u00e8re. Il s\u2019est impliqu\u00e9 activement dans la cr\u00e9ation de la ma\u00eetrise en Carri\u00e9rologie apr\u00e8s avoir fond\u00e9 une revue francophone internationale Carri\u00e9rologie. Il s\u2019est \u00e9galement impliqu\u00e9 activement dans la conception, la production et la validation d’une simulation de gestion d’entreprise.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Par Doria Ross Les organismes d\u2019aide au d\u00e9marrage d\u2019entreprise ont l\u2019habitude d\u2019administrer aux gens qui requi\u00e8rent leurs services un \u00ab bon test diagnostic \u00bb pour v\u00e9rifier [\u2026]<\/span><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"h5ap_radio_sources":[],"footnotes":""},"categories":[542,548],"tags":[],"class_list":["post-28490","post","type-post","status-publish","format-standard","hentry","category-le-bulletin","category-printemps-2012"],"yoast_head":"\nLe potentiel entrepreneurial - CERIC<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ceric.ca\/fr\/2012\/11\/le-potentiel-entrepreneurial\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le potentiel entrepreneurial\" \/>\n<meta property=\"og:description\" content=\"Par Doria Ross Les organismes d\u2019aide au d\u00e9marrage d\u2019entreprise ont l\u2019habitude d\u2019administrer aux gens qui requi\u00e8rent leurs services un \u00ab bon test diagnostic \u00bb pour v\u00e9rifier [\u2026]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/ceric.ca\/fr\/2012\/11\/le-potentiel-entrepreneurial\/\" \/>\n<meta property=\"og:site_name\" content=\"CERIC\" \/>\n<meta property=\"article:published_time\" content=\"2012-11-05T15:44:22+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2018-06-07T14:44:57+00:00\" \/>\n<meta name=\"author\" content=\"Norman Valdez\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@rachel@ceric.ca\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Norman Valdez\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/ceric.ca\\\/fr\\\/2012\\\/11\\\/le-potentiel-entrepreneurial\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/ceric.ca\\\/fr\\\/2012\\\/11\\\/le-potentiel-entrepreneurial\\\/\"},\"author\":{\"name\":\"Norman Valdez\",\"@id\":\"https:\\\/\\\/ceric.ca\\\/#\\\/schema\\\/person\\\/444d77ede5f23ae98c74e54ab17e2da2\"},\"headline\":\"Le potentiel entrepreneurial\",\"datePublished\":\"2012-11-05T15:44:22+00:00\",\"dateModified\":\"2018-06-07T14:44:57+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/ceric.ca\\\/fr\\\/2012\\\/11\\\/le-potentiel-entrepreneurial\\\/\"},\"wordCount\":1082,\"publisher\":{\"@id\":\"https:\\\/\\\/ceric.ca\\\/#organization\"},\"articleSection\":[\"Le Bulletin\",\"Printemps 2012\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/ceric.ca\\\/fr\\\/2012\\\/11\\\/le-potentiel-entrepreneurial\\\/\",\"url\":\"https:\\\/\\\/ceric.ca\\\/fr\\\/2012\\\/11\\\/le-potentiel-entrepreneurial\\\/\",\"name\":\"Le potentiel entrepreneurial - 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