The diversity of opinions is often seen as another constraint in an environment where decision-making is already complicated. However, managers, in their social or commercial relations, must constantly juggle these differences by adopting negotiating or conflict management postures.

To act as a collective, it is important to understand the intrinsic motivations of individuals. According to Marie Jahoda, five “latent functions” of work contribute to developing team cooperation, commitment and motivation, quality of work life and innovation. 

Your employer brand is the convergence between what you are, what you do and what you say.
You don’t create your employer brand; it reveals itself through everything from the organisation’s vision and culture (what you are) to your HR and management policies and practices (what you do).
It is publicised internally and externally through a narrative that is lived and embodied (what you say).
This convergence allows you to show your authenticity in order to attract current and future talent, stand out from the crowd and ensure the organisation’s success in a changing environment.

A good corporate social climate promotes employee commitment. To maintain it, two essential components: the quality of life at work as a vector of well-being, motivation, psychosocial risk prevention and social dialogue, whether formal or informal, as a tool for transformation, integrating all the stakeholders of the social body, in order to obtain the support of the greatest number and to anchor the projects in a sustainable way.

Societal changes mean organisations are open to diversity in a structural and irreversible manner, within a legal complex framework, but also an identity, as the right to assert singularity within a collective is seen as necessary in the quest for meaning.

Social innovation can be defined as any experience, initiative or project that challenges the way things are done and questions the status quo. Basically, it asks the question: can we do this differently and better?