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            <title xml:lang="fr">LES PHASES AMONT DES PROJETS INNOVANTS ET LA CONSTRUCTION DU GROUPE-PROJET</title>
            <title xml:lang="it" type="sub">POUR UNE APPROCHE SOCIO-COGNITIVE</title>
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                <term xml:lang="en">organizational change</term>
                <term xml:lang="en">socio-cognition</term>
                <term xml:lang="en">projects</term>
                <term xml:lang="fr">projets</term>
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              <p>In this paper, we deal with beforehand phases of complex projects. We consider as "complex" these projects which specify, implement and stabilize deep organizational changes in companies or more generally in the frame of activities under economic constraints. Such projects are generally linked to innovation, considered under its different states: product innovation of course, but also process innovation and organizational or social innovation as well. Project managers in charge of such a complex transformation will have to design the way he will organize his work, deeply taking in consideration the persons concerned by the project he his taking the responsibility. The question we are dealing with in this contribution is as follows: how could we incentive persons to positively collaborate and make common projects start efficiently insofar as these persons a priori defend divergent points of view on the nature of issues at stake, on feasible solutions to these lasts and on "realistic" paths to achieve them?</p>
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              <p>Nous nous intéressons ici aux phases amont de la mise en place de projets complexes. Nous considérons comme " projets complexes ", des projets qui se proposent de spécifier, de mettre en œuvre et de pérenniser des changements organisationnels profonds dans les entreprises ou plus généralement, dans les activités sous contraintes économiques. Ces projets sont généralement liés à l'innovation sous ses diverses formes : innovation produit naturellement, mais aussi innovation process, innovation organisationnelle ou innovation sociale. Le manager ou le chef de projet en charge d'une telle transformation complexe va devoir réfléchir à la façon dont il va s'organiser, aux personnes concernées par le projet dont il prend la responsabilité. La question à laquelle nous allons nous intéresser dans cette contribution est la suivante : comment est-il possible de faire collaborer positivement des personnes et faire démarrer efficacement des projets communs dans la mesure où ces personnes défendent a priori des points de vue divergents sur la nature des problèmes posés, sur les solutions que l'on peut leur imaginer et sur des façons " réalistes " d'y parvenir.</p>
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