Que recouvrent la résilience et l'agilité au travail ?

L'agilité désigne la capacité à créer des opportunités ou à surmonter des obstacles en repensant les façons de faire habituelles : suivre son environnement, anticiper le changement, proposer des évolutions. La résilience désigne la transition émotionnelle et psychologique face au changement : s'adapter aux nouvelles façons de travailler, changer de cap, rebondir après un revers et réguler le stress qui en résulte (Braun et al., 2017).

Pourquoi travailler les deux ensemble ?

Anticiper et initier le changement demande un effort, qui peut accroître le stress. La résilience permet d'en absorber le coût. Les auteurs de l'échelle utilisée concluent qu'un travail centré sur l'agilité seule risque d'augmenter le stress des collaborateurs (Braun et al., 2017).

Qu'est-ce qui détermine la capacité d'adaptation d'une équipe ?

Elle dépend à la fois des personnes et des conditions dans lesquelles elles travaillent : marge d'arbitrage des managers, charge en cours, rythme des changements, soutien disponible. Le modèle COM-B distingue la capacité, l'opportunité et la motivation. Ces trois déterminants interagissent, et le cadrage les examine au cas par cas. Une évaluation menée sur 612 salariés illustre cette dépendance au contexte : les scores d'agilité y ont progressé autant dans le groupe sans formation que dans le groupe formé (Taran, 2019).

Comment les effets sont-ils évalués ?

Sur trois niveaux : une échelle validée de résilience et d'agilité au travail, avant et après (Braun et al., 2017) ; les pratiques visées, observées ou rapportées par les managers et leurs équipes à des moments convenus ; les résultats que vous cherchez, définis au cadrage, comme le délai de réorganisation après un changement de cap ou la charge perçue. Une évolution avant-après montre un changement. Elle ne suffit pas, seule, à l'attribuer au programme. Nous construisons avec vous le niveau de preuve que votre situation permet.

Quel lien avec nos projets de transformation ?

Le programme peut précéder une transformation, pour préparer les équipes et les règles d'arbitrage avant le lancement. Il peut aussi accompagner un déploiement en cours, quand les changements d'orientation se succèdent. Dans les deux cas, il s'inscrit dans une intervention SHARP® ou se déploie seul, selon ce que le cadrage fait apparaître.

La résilience consiste-t-elle à supporter davantage de pression ?

La résilience décrite par la recherche repose sur des comportements concrets : récupérer, s'appuyer sur ses pairs, entretenir des relations de confiance. Elle dépend aussi de l'environnement, comme le rythme des changements, la possibilité de faire des pauses ou le soutien disponible. Le programme agit donc sur ces conditions autant que sur les personnes.

RESILIENCE-AGILITY
‍PROGRAM

Our signature program empowers leaders to master uncertainty by fusing peak efficiency with radical well-being.

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SCIENTIFIC GROUNDING

Resilience and agility are not innate. They are skills that can be measured and developed.

These two behavioral competencies are directly correlated to a series of key performance and quality of life at work indicators.

Stress

More resilient individuals report lower levels of stress. Their recovery strategies, such as taking breaks or practicing self-care, are also linked to lower stress (Braun et al., 2017).

Performance

Employees rated above average by their managers have a significantly higher agility score than those rated as average (Braun et al., 2017).

of collaboration

Agility goes hand in hand with collaboration beyond one's own team. It is the primary associated factor, making it a direct lever for development (Braun et al., 2017).

Collaboration

Agility without resilience creates fragility (McCann et al., 2009). For individuals with lower resilience, stress remains high regardless of their level of agility (Braun et al., 2017). This is why it is essential to develop both skills together.

Format

A Scientific, Structured and Measurable Journey.

The program

Changing fast without burning out is a skill you can train.

Agility helps you anticipate and initiate change, while resilience allows you to absorb the cost. Developed in isolation, agility leads to stress. We measure both using the scale developed by Braun et al. (2017), along with their key drivers: collaboration, social support, and recovery. We then train targeted behaviors in real-world situations and adjust the environment to support them—such as the pace of change, team rituals, and the right to take breaks. This is the principle behind the COM-B model.

Prevention or Remediation

Depending on your organizational context, activate this program in a proactive or curative mode.

Pragmatic

We develop this behavioral and relational competence at the heart of the action, for an immediate impact.

Measurable

We model this skill at the beginning and at the end of the program to measure its real impact.

Individual or Collective

This development program can be deployed at the level of an individual, a team and an organization.

Tailor-made

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Scientific foundations

For whom?

A different challenge for every stakeholder in your transformation.

Competitiveness and adaptability

You are asking the organization to change faster. Without resilience, this acceleration comes at the cost of stress, burnout, and turnover. We measure where your teams stand and develop both skills together, starting with your own reactions under pressure.

Performance and collaboration

Your priorities shift along the way, and your team looks to you for stability. We coach the behaviors that allow you to anticipate and readjust without losing your team, while preserving everyone's energy—including your own.

Mental health and burn-out prevention

Constant change is more draining than any single event. Resilience and recovery are linked to lower stress levels. We focus on both behaviors and the environment: pacing, breaks, and peer support.

Employability and measurable skills development

Propose a development based on a validated scientific methodology. Agility-resilience is the essential “power skill” of the future of work. Strengthen the commitment of your talents and their employability. This program offers tangible and measurable results to prepare your human capital for the complex challenges of future transformations.

Accelerate your transformation and promote its adoption

The success of a transformation depends less on the plan than on the teams' ability to absorb it. We measure this capacity before launch, identify at-risk teams, and develop the behaviors that allow them to keep pace.

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UNREST at a Glance

OUR JOB

Setting the stage for your next transformation to succeed.

Because transformation shouldn't be driven in the dark, we model and build your teams' capacity to navigate upcoming changes. Our goal: maximize the success rate of your transformation initiatives while safeguarding your human capital.

Driving AI Adoption

AI adoption is less a technological hurdle than a human and behavioral challenge. Using the COM-B framework (Michie et al., 2011), we dissect what comes down to capability, opportunity, and motivation, role by role. We then adapt workplace conditions and practices, tracking usage nature and frequency before and after the intervention. The result: real, daily, and measurable adoption.

Delivering Strategic Project Success

A strategic initiative rarely lands on a blank slate; it usually layer onto ongoing reorganizations, tech rollouts, and shifting priorities. The pressure to move fast can mask underlying change fatigue and hidden execution risks. Before launch, we assess team readiness and conduct a pre-mortem to uncover unspoken friction. These insights enable clear trade-offs on pace, scope, and resource allocation.

Successfully managing a reorganization

Changing an organizational chart means changing managers, teams, and sometimes even roles for hundreds of people. We measure team readiness before the announcement, prepare managers to lead the transition, and then monitor the implementation of new ways of working. The goal: a living structure, not just a diagram.

Transforming your corporate culture

Transformations rarely start on a blank slate: teams are often already navigating other changes, sometimes leading to cumulative fatigue. We assess their readiness, evaluate the existing change load, and stress-test the project through a pre-mortem. This allows you to set the stage and make informed decisions on launch, scope, and pacing. Throughout deployment, we track targeted behaviors to guide necessary adjustments.

Building a More Resilient Organization

Strengthening your teams’ adaptability in these uncertain times is a strategic imperative. Yet resilience, much like agility, is not a personality trait; it is a set of cognitive and behavioral skills. As such, it can be measured and developed.

Bringing Your Organizational Culture to Life

A company’s culture is nothing more than the sum of its members’ micro-behaviors. We translate your core values into clear, measurable managerial routines. By shaping the work environment, we enable desired norms to emerge naturally and sustainably.

Developing your resilience and agility

When changes happen in rapid succession, teams wear out before they can adapt: shifting priorities, delayed decisions, and quiet disengagement. We measure their ability to withstand pressure and reorganize, then develop this as a core competency so they can navigate uncertainty without burning out.

Successfully managing an integration/merger

A strategic project is often added to changes already underway, and the pressure frequently masks team fatigue. Before launch, we assess their readiness for change and conduct a pre-mortem to uncover unspoken risks. This allows for better decisions regarding scope, pace, and resources.

Changing your business or operating model

Shifting from a product-based to a service-based, platform-based, or agile model changes everyone's work without necessarily touching the organizational chart. Habits from the old model often persist for a long time. We identify the routines that need to be replaced and design the conditions that make new practices easier to adopt than the old ones.

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