{"id":70465,"date":"2023-12-18T10:21:39","date_gmt":"2023-12-18T09:21:39","guid":{"rendered":"https:\/\/www.ubfc.fr\/?p=70465"},"modified":"2023-12-19T10:51:11","modified_gmt":"2023-12-19T09:51:11","slug":"silence-outil-de-performance-manageriale-sous-estime","status":"publish","type":"post","link":"https:\/\/www.ubfc.fr\/en\/silence-outil-de-performance-manageriale-sous-estime\/","title":{"rendered":"Le silence, un outil de performance manag\u00e9riale sous-estim\u00e9"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"70465\" class=\"elementor elementor-70465\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-0690304 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"0690304\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-5ffc282\" data-id=\"5ffc282\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-3a4519e elementor-widget elementor-widget-text-editor\" data-id=\"3a4519e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><a href=\"https:\/\/theconversation.com\/profiles\/alexandre-asselineau-568382\">Alexandre Asselineau<\/a>, <em><a href=\"https:\/\/theconversation.com\/institutions\/burgundy-school-of-business-2355\">Burgundy School of Business <\/a><\/em>; <a href=\"https:\/\/theconversation.com\/profiles\/gilles-grolleau-703027\">Gilles Grolleau<\/a>, <em><a href=\"https:\/\/theconversation.com\/institutions\/essca-school-of-management-3181\">ESSCA School of Management<\/a><\/em> et <a href=\"https:\/\/theconversation.com\/profiles\/naoufel-mzoughi-1418800\">Naoufel Mzoughi<\/a>, <em><a href=\"https:\/\/theconversation.com\/institutions\/inrae-2182\">Inrae<\/a><\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-0737198 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"0737198\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-b0c20f7\" data-id=\"b0c20f7\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-f359ac1 elementor-widget elementor-widget-text-editor\" data-id=\"f359ac1\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Les managers travaillent \u00e9videmment avec des mots\u2026 mais peuvent-ils travailler avec le silence\u00a0? Lorsqu\u2019il \u00e9tait pr\u00e9sident-directeur g\u00e9n\u00e9ral (PDG) d\u2019Amazon, Jeff Bezos avait supprim\u00e9 les pr\u00e9sentations PowerPoint des r\u00e9unions et avait introduit 30\u00a0minutes de silence <a href=\"https:\/\/www.cnbc.com\/2019\/10\/14\/jeff-bezos-this-is-the-smartest-thing-we-ever-did-at-amazon.html\">au d\u00e9but de chaque r\u00e9union<\/a>. Il a qualifi\u00e9 ce changement radical de \u00ab\u00a0chose la plus intelligente que nous n\u2019ayons jamais faite\u00a0\u00bb au sein du g\u00e9ant de la distribution en ligne. De mani\u00e8re similaire, Diane Greene, ex-PDG de Google Cloud, explique que \u00ab\u00a0les <a href=\"https:\/\/hbr.org\/2017\/03\/bursting-the-ceo-bubble\">moments calmes sont essentiels<\/a> pour penser clairement et augmenter les chances de poser les bonnes questions\u00a0\u00bb.<\/p><p>Ces propos peuvent sembler surprenants dans nos quotidiens suractifs, parce que le calme est souvent n\u00e9glig\u00e9 dans les environnements de travail. En 2022, plus de <a href=\"https:\/\/www.sante-auditive-autravail.org\/pdf\/enquete-Ifop-JNA-SSAT-2022.pdf\">50\u00a0% des actifs<\/a> se disaient ainsi g\u00ean\u00e9s par le bruit au travail, un chiffre qui n\u2019a que peu \u00e9volu\u00e9 ces derni\u00e8res ann\u00e9es.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-1c20cbd elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"1c20cbd\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-be31c83\" data-id=\"be31c83\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-f875215 elementor-widget elementor-widget-text-editor\" data-id=\"f875215\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<iframe id=\"xP7a9\" class=\"tc-infographic-datawrapper\" style=\"border: none;\" src=\"https:\/\/datawrapper.dwcdn.net\/xP7a9\/4\/\" width=\"100%\" height=\"400px\" frameborder=\"0\"><\/iframe>\n\nPourtant, le silence peut constituer un formidable vecteur de performances\u2026\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-b975bf6 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"b975bf6\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-21731f5\" data-id=\"21731f5\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-7a9007e elementor-widget elementor-widget-text-editor\" data-id=\"7a9007e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h2>90\u00a0minutes perdues par jour<\/h2><p>Alors que d\u2019autres types de silence, comme la communication non verbale ou la r\u00e9tention d\u2019information, ont \u00e9t\u00e9 largement \u00e9tudi\u00e9s en management, nous nous int\u00e9ressons \u00e0 l\u2019environnement de travail et \u00e0 la pratique intentionnelle du silence par les individus, les groupes et les organisations. Ces situations ont fait l\u2019objet de tr\u00e8s peu de recherches. \u00c0 l\u2019inverse, des \u00e9tudes montrent sans ambigu\u00eft\u00e9 les pertes consid\u00e9rables de temps li\u00e9es au bruit et \u00e0 l\u2019absence de tranquillit\u00e9 sur le lieu de travail (<a href=\"https:\/\/hbr.org\/2015\/03\/stop-noise-from-ruining-your-open-office\">pr\u00e8s de 90\u00a0minutes par jour et par employ\u00e9<\/a>).<\/p><p>Ollie Campbell, PDG et co-fondateur de Milanote, une entreprise australienne de d\u00e9veloppement d\u2019applications, a par exemple estim\u00e9 que l\u2019introduction de moments de calme <a href=\"https:\/\/medium.com\/@oliebol\/quiet-time-969ccc3416f8\">a augment\u00e9 la productivit\u00e9 de l\u2019entreprise de 23\u00a0%<\/a>. Une \u00e9tude portant sur le fait de motiver les autres a en outre d\u00e9montr\u00e9 que le fait de se taire et d\u2019\u00eatre silencieux pouvait \u00eatre <a href=\"https:\/\/www.jmir.org\/2013\/6\/e104\/\">nettement plus efficace que des mots d\u2019encouragement<\/a>.<\/p><p>Comme les temps perdus par le bruit sont peu quantifiables, ils restent cependant n\u00e9glig\u00e9s et constituent des co\u00fbts cach\u00e9s\u00a0: ils impactent pourtant significativement les performances individuelle et organisationnelle, auxquelles il faut ajouter leurs effets potentiels sur les probl\u00e9matiques majeures que sont l\u2019absent\u00e9isme, la qualit\u00e9 de vie au travail ou la sant\u00e9 des collaborateurs.<\/p><p>La question du silence dans les environnements de travail appara\u00eet donc tr\u00e8s pertinente. Celui-ci peut procurer un certain nombre de b\u00e9n\u00e9fices indirects, \u00e0 commencer par un renforcement du potentiel d\u2019attractivit\u00e9 et de fid\u00e9lisation pour les collaborateurs. Combien d\u2019employ\u00e9s dont on attend une production sont \u2013 tr\u00e8s paradoxalement\u00a0! \u2013 mis dans des situations bruyantes rendant difficiles leur concentration, leur attention et leur capacit\u00e9 d\u2019analyse, alt\u00e9rant donc leur productivit\u00e9\u00a0?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-c9363f6 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"c9363f6\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-eb56260\" data-id=\"eb56260\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-de4ce81 elementor-widget elementor-widget-text-editor\" data-id=\"de4ce81\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h2>Organiser le silence<\/h2><p>Certes, apprivoiser le silence en entreprise n\u2019est pas chose ais\u00e9e. Pour d\u00e9marrer un tel processus o\u00f9 la place du silence est reconnue et valoris\u00e9e, nous proposons aux managers, sur la base de notre <a href=\"https:\/\/hal.inrae.fr\/hal-04251781\">\u00e9tude<\/a> dans la revue <em>Industrial &amp; Organizational Psychology<\/em>, les deux recommandations suivantes.<\/p><p>Tout d\u2019abord, accorder de la valeur au silence en <strong>pr\u00e9voyant explicitement des moments et des espaces de silence<\/strong> dans l\u2019espace de travail\u00a0: la configuration des locaux peut consacrer des espaces d\u00e9di\u00e9s au silence, o\u00f9 le bruit n\u2019a pas sa place. De m\u00eame, des p\u00e9riodes silencieuses peuvent \u00eatre plac\u00e9es en d\u00e9but de r\u00e9union, \u00e0 l\u2019instar de la m\u00e9thode de Jeff Bezos, ou ins\u00e9r\u00e9es en cours de discussion.<\/p><p>Il s\u2019agit ensuite de s\u2019accorder \u2013 et accorder \u2013 des <strong>moments de d\u00e9connexion totale dans la nature<\/strong>,** **<a href=\"https:\/\/hbr.org\/2017\/03\/the-busier-you-are-the-more-you-need-quiet-time\">voire des retraites silencieuses<\/a>. A priori, cela peut sembler surprenant, mais les effets de ces moments sont puissants, comme le fait de renouveler son stock d\u2019\u00e9nergie, de proc\u00e9der \u00e0 un \u00ab\u00a0rangement\u00a0\u00bb int\u00e9rieur ou d\u2019\u00eatre plus \u00e0 l\u2019\u00e9coute des autres.<\/p><p>Sally Blount, doyenne de la Kellogg School of Management aux \u00c9tats-Unis, <a href=\"https:\/\/www.linkedin.com\/pulse\/burnt-out-work-consider-silent-retreat-sally-blount\">conseille m\u00eame<\/a>\u00a0:<\/p><blockquote><p>\u00ab\u00a0La prochaine fois que vous vous sentirez coinc\u00e9 au travail avec un probl\u00e8me difficile \u00e0 r\u00e9soudre, une dynamique d\u2019\u00e9quipe compliqu\u00e9e ou que vous vous sentirez simplement \u00e9puis\u00e9 \u2013 au lieu d\u2019embaucher un consultant, d\u2019aller \u00e0 un s\u00e9minaire ou de tweeter \u00e0 ce sujet \u2013 envisagez de partir pour deux \u00e0 trois jours de silence.\u00a0\u00bb<\/p><\/blockquote><p>M\u00eame si les effets restent essentiellement indirects et difficilement quantifiables, le silence m\u00e9riterait une bien meilleure consid\u00e9ration de la part des managers et des organisations. Cette question pourrait par exemple s\u2019ins\u00e9rer dans les n\u00e9gociations employeurs-employ\u00e9s sur les modalit\u00e9s de t\u00e9l\u00e9travail, la productivit\u00e9, la sant\u00e9\/qualit\u00e9 de vie au travail. L\u2019objectif n\u2019est pas de transformer les organisations en cath\u00e9drales ni de proposer des mesures qui seraient efficaces partout et toujours. Simplement d\u2019ouvrir une perspective qui semble receler, dans de nombreux contextes, un formidable potentiel d\u2019opportunit\u00e9s.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-c6c7a26 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"c6c7a26\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-ed82a2a\" data-id=\"ed82a2a\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-5d43266 elementor-widget-divider--view-line elementor-widget elementor-widget-divider\" data-id=\"5d43266\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"divider.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<div class=\"elementor-divider\">\n\t\t\t<span class=\"elementor-divider-separator\">\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-6f4b846 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"6f4b846\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-8e176b1\" data-id=\"8e176b1\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-762db7c elementor-widget elementor-widget-text-editor\" data-id=\"762db7c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><a href=\"https:\/\/theconversation.com\/profiles\/alexandre-asselineau-568382\">Alexandre Asselineau<\/a>, Professeur associ\u00e9 en Management strat\u00e9gique, <em><a href=\"https:\/\/theconversation.com\/institutions\/burgundy-school-of-business-2355\">Burgundy School of Business <\/a><\/em>; <a href=\"https:\/\/theconversation.com\/profiles\/gilles-grolleau-703027\">Gilles Grolleau<\/a>, Professor, <em><a href=\"https:\/\/theconversation.com\/institutions\/essca-school-of-management-3181\">ESSCA School of Management<\/a><\/em> et <a href=\"https:\/\/theconversation.com\/profiles\/naoufel-mzoughi-1418800\">Naoufel Mzoughi<\/a>, Charg\u00e9 de recherches en \u00e9conomie, <em><a href=\"https:\/\/theconversation.com\/institutions\/inrae-2182\">Inrae<\/a><\/em><\/p><p>Cet article est republi\u00e9 \u00e0 partir de <a href=\"https:\/\/theconversation.com\">The Conversation<\/a> sous licence Creative Commons. Lire l\u2019<a href=\"https:\/\/theconversation.com\/le-silence-un-outil-de-performance-manageriale-sous-estime-216105\">article original<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Alexandre Asselineau, Burgundy School of Business ; Gilles Grolleau, ESSCA School of Management et Naoufel Mzoughi, Inrae Les managers travaillent \u00e9videmment avec des mots\u2026 mais peuvent-ils travailler avec le silence\u00a0? Lorsqu\u2019il \u00e9tait pr\u00e9sident-directeur g\u00e9n\u00e9ral (PDG) d\u2019Amazon, Jeff Bezos avait supprim\u00e9 les pr\u00e9sentations PowerPoint des r\u00e9unions et avait introduit 30\u00a0minutes de silence au d\u00e9but de chaque &hellip; <a href=\"https:\/\/www.ubfc.fr\/en\/silence-outil-de-performance-manageriale-sous-estime\/\">Continued<\/a><\/p>\n","protected":false},"author":60,"featured_media":70470,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2062,2049,14],"class_list":["post-70465","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-culture-scientifique-et-technique","category-recherche","category-ubfc"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Le silence, un outil de performance manag\u00e9riale sous-estim\u00e9 - COMUE Universit\u00e9 Bourgogne-Franche-Comt\u00e9<\/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:\/\/www.ubfc.fr\/silence-outil-de-performance-manageriale-sous-estime\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le silence, un outil de performance manag\u00e9riale sous-estim\u00e9 - COMUE Universit\u00e9 Bourgogne-Franche-Comt\u00e9\" \/>\n<meta property=\"og:description\" content=\"Alexandre Asselineau, Burgundy School of Business ; Gilles Grolleau, ESSCA School of Management et Naoufel Mzoughi, Inrae Les managers travaillent \u00e9videmment avec des mots\u2026 mais peuvent-ils travailler avec le silence\u00a0? Lorsqu\u2019il \u00e9tait pr\u00e9sident-directeur g\u00e9n\u00e9ral (PDG) d\u2019Amazon, Jeff Bezos avait supprim\u00e9 les pr\u00e9sentations PowerPoint des r\u00e9unions et avait introduit 30\u00a0minutes de silence au d\u00e9but de chaque &hellip; Continued\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.ubfc.fr\/silence-outil-de-performance-manageriale-sous-estime\/\" \/>\n<meta property=\"og:site_name\" content=\"COMUE Universit\u00e9 Bourgogne-Franche-Comt\u00e9\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/UnivBFC\/\" \/>\n<meta property=\"article:published_time\" content=\"2023-12-18T09:21:39+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2023-12-19T09:51:11+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.ubfc.fr\/wp-content\/uploads\/2023\/12\/silence-TCF-1.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"900\" \/>\n\t<meta property=\"og:image:height\" content=\"450\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Fanny Ajak\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:image\" content=\"https:\/\/www.ubfc.fr\/wp-content\/uploads\/2023\/12\/silence-TCF-1.jpg\" \/>\n<meta name=\"twitter:creator\" content=\"@univ_bfc\" \/>\n<meta name=\"twitter:site\" content=\"@univ_bfc\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Fanny Ajak\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/\"},\"author\":{\"name\":\"Fanny Ajak\",\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/#\\\/schema\\\/person\\\/692829a283f52bc4a247708371ee307a\"},\"headline\":\"Le silence, un outil de performance manag\u00e9riale sous-estim\u00e9\",\"datePublished\":\"2023-12-18T09:21:39+00:00\",\"dateModified\":\"2023-12-19T09:51:11+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/\"},\"wordCount\":899,\"publisher\":{\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.ubfc.fr\\\/wp-content\\\/uploads\\\/2023\\\/12\\\/TCF-Le-silence-un-outil-de-performance-manageriale-sous-estime.png\",\"articleSection\":[\"Culture scientifique et technique\",\"Recherche\",\"UBFC\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/\",\"url\":\"https:\\\/\\\/www.ubfc.fr\\\/silence-outil-de-performance-manageriale-sous-estime\\\/\",\"name\":\"Le silence, un outil de performance manag\u00e9riale sous-estim\u00e9 - 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