La non-fatalité de l'échec
By: Trosa, Sylvie
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ArticlePublisher: Paris : IIAP, juil./sept. 1998Revue Française D'Administration Publique 87, p. 455-466Abstract: This article tries to analyze the means to make a reform fail and by doing that make it succeed. The first cause of a setback is a negative attitude and when ideological positions freeze. It is recommended to adopt a positive modernization discourse, to avoid following the fashion of changing management methods. Other cases of failure are: a denial to delegate and to make strategic alliances, a miss-management of time, an absence of concrete action plans, and a refusal to learn from the mistakes of the past. One must also have a vision of the future and establish a link between these strategic choices
This article tries to analyze the means to make a reform fail and by doing that make it succeed. The first cause of a setback is a negative attitude and when ideological positions freeze. It is recommended to adopt a positive modernization discourse, to avoid following the fashion of changing management methods. Other cases of failure are: a denial to delegate and to make strategic alliances, a miss-management of time, an absence of concrete action plans, and a refusal to learn from the mistakes of the past. One must also have a vision of the future and establish a link between these strategic choices
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