CHANGE SKILLS RESILIENCE-AGILITY®
Our signature program empowers leaders to master uncertainty by fusing peak efficiency with radical well-being.
Resilience and Agility are not Fixed Traits. They are Trainable Competencies.
These two behavioral competencies are directly correlated to a series of key performance and quality of life at work indicators.
A Scientific, Structured and Measurable Journey.
The program
Invest in this program to measure and develop the agility and resilience of your employees, a scientifically validated lever for transforming change management and business performance. Our approach is based on a rigorous and empirically validated scale (reliability: α = 0.80 for agility and α = 0.85 for resilience), designed by experts in industrial and organizational psychology.α = 0,80 pour l’agilité et α = 0,85 pour la résilience), cette méthodologie vous permet de préserver votre performance et vos équipes, malgré un environnement incertain.
Prevention or Remediation
Pragmatic
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Measurable
Individual or Collective
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A Skill Useful to Everyone
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From Change Management to Change Enablement
S.H.A.R.P.® combines the proven logic of change management (sequentiality, diagnosis, proof of impact) with cognitive and behavioral sciences. Objective: to make adaptability an individual and collective resource.
This phase models the real conditions of change.
It is directly inspired by the COM-B model (Michie et al., 2011), which poses a fundamental question: what must be present for a behavior to exist?
Three determinants are necessary and simultaneous: abilities, opportunities, and motivation.
No serious program can do without these three questions.
This phase assesses the real willingness to change.
Inspired by the Transtheoretical Model (TTM, Prochaska & DiClemente), it relies on the URICA diagnosis to precisely locate each individual on the continuum from maturity to change.
This phase determines the coherence of the course: a program deployed without validation of motivational maturity does not produce lasting change. It produces resistance.
This phase refers precisely to what we are developing: targeted, measurable behavior.
It is inspired by the 4T model (Elfer, Chilazi & Chang), which poses a fundamental requirement: you cannot change what you did not initially target precisely.
What specific behavior, if it changes, will produce the desired business effect? What is the causal hypothesis that links this behavior to the expected effect?
This phase is the operational core of our protocol.
This is where change happens, in real work.
Because each sequence is tagged and measurable, development remains controllable at each stage.
Two loops structure the course. The first, behavioral. The second, cognitive. The Tomoiaga & David (2023) meta-analysis confirms the effectiveness of this double loop with a broad effect on performance (g = 0.741).
REWIRE does not teach skills. He installs them in the real world.
This phase completes the protocol and validates its rigor.
What was targeted in ACTIVATE, trained in REWIRE, must now be measured and stabilized.
It is based on the “Test” stage of the 4T model, which sets out a simple and rarely met requirement: to prove that the intervention produced the expected effect.
PROVE structures this evidence in three stages: impact measurement, with ex-ante/ex-post psychometric evaluations, the anchoring of observable achievements and sustainability analysis.
Because each stage of the journey has been marked out and controllable, PROVE demonstrates that behavioral change has become a sustainable skill.
