Listening to motivate and trigger change

People’s commitment is certainly critical for an organization’s success and growth. It is the person who

“makes the difference”.
For this reason, commitment – or people’s feeling that they belong to the organization – should be a sphere

of interest for all companies. There are three types of commitment to the organization: affective, continuance and normative (Allen and Meyer, 1990). More specifically, people expressing affective commitment tend to accept and share the organization’s goals and values, and are willing to do more, thus going beyond their task for the benefit of the company.

There are two factors determining people’s commitment: on one hand, people’s trust in the organization (trust), on the other, motivation (engagement).

The analysis of these elements is an opportunity for companies to start (or continue) a dialogue with people. This opens up an internal communication channel, which helps bring people in line with the organization’s mission, vision, values and goals.
This effort to pay attention to employees generates an organizational climate that orients, guides and responds to change with flexibility.


With a modular and complementary approach, we design and implement actions to measure people’s level

of trust and motivation and we help our clients identify and implement actual improvement actions.

We use different methodologies to meet different needs. More specifically, we developed both qualitative

(in-depth interviews, focus groups...) and quantitative (web- based or hard copy questionnaires...) survey methods.

Asking a few specific questions, we can monitor people’s level of awareness of and/or resistance to change and find out if the majority of people in the organization are Conservatives or Supporters, Negotiators or


Quickly and effectively, we provide the senior management with a “snapshot” overview of the organization’s strengths and areas calling for optimisation, gauging people’s perceptions and opinions.