{"id":5200,"date":"2026-01-05T20:06:07","date_gmt":"2026-01-05T12:06:07","guid":{"rendered":"https:\/\/moresourcing.com\/stop-making-hollow-apologies-at-work\/"},"modified":"2026-01-05T20:06:07","modified_gmt":"2026-01-05T12:06:07","slug":"stop-making-hollow-apologies-at-work","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/stop-making-hollow-apologies-at-work\/","title":{"rendered":"Arr\u00eatez de faire des excuses creuses au travail"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Th\u00e8mes<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Colonne<\/h4>\n<p>\n            Nos chroniqueurs experts proposent des opinions et des analyses sur des questions importantes auxquelles sont confront\u00e9s les entreprises et les managers modernes.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           Plus dans cette s\u00e9rie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-124627\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg\" alt=\"\" class=\"wp-image-124627\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Stop-Making-Hollow-Apologies-at-Work.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Detert_Sorry-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Harry Haysom\/Ikon Images<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">R\u00e9sum\u00e9 : <\/strong><\/p>\n<p>Les dirigeants peuvent pr\u00e9senter de nombreuses excuses au travail, par exemple pour un mauvais comportement interpersonnel ou des erreurs qui ont un impact sur leurs co\u00e9quipiers.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">Le Tchad a min\u00e9 Sue \u00e0 plusieurs reprises<\/span> en partageant des informations priv\u00e9es dans son dos avec ses subordonn\u00e9s.<\/p>\n<p>Brenda a continuellement microg\u00e9r\u00e9 ses subordonn\u00e9s, entra\u00eenant des sentiments de manque de respect et un moral bas parmi les membres de son \u00e9quipe.<\/p>\n<p>Jack a interrompu Pat au milieu d'une phrase lors de la pr\u00e9sentation de Pat aux hauts dirigeants et a orient\u00e9 la conversation dans une direction totalement diff\u00e9rente. <\/p>\n<p>Tout va bien, n'est-ce pas ?<\/p>\n<p>C'est ce que je pensais.<\/p>\n<p>Cependant, j'ai r\u00e9alis\u00e9 que j'avais tort, alors que je me sentais encore mal apr\u00e8s quelques excuses - parfois m\u00eame pire que ce que je ressentais \u00e0 propos de l'offense elle-m\u00eame.<a id=\"reflink1\" class=\"reflink\" href=\"#ref1\">1<\/a><\/p>\n<p>En cons\u00e9quence, bien trop d\u2019excuses, bien que rarement formul\u00e9es explicitement, se r\u00e9sument \u00e0 \u00ab Je suis d\u00e9sol\u00e9\u2026 mais je ne vais pas changer \u00bb. <\/p>\n<p>Dans les situations ci-dessus, par exemple, Chad a continu\u00e9 \u00e0 en dire trop aux subordonn\u00e9s de Sue, Brenda a continu\u00e9 \u00e0 faire de la microgestion et Jack a continu\u00e9 \u00e0 voler la vedette \u00e0 Pat et aux autres.<a id=\"reflink2\" class=\"reflink\" href=\"#ref2\">2<\/a><\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tPrenez l\u2019habitude de faire un suivi et de poser des questions difficiles\u00a0:\u00a0\u00ab\u00a0Ai-je arr\u00eat\u00e9 (ou commenc\u00e9) \u00e0 faire ce que je vous avais promis de faire\u00a0?\u00a0\u00bb\n\t\t\t\t\t<\/p>\n<\/div>\n<p>Ce ph\u00e9nom\u00e8ne \u2013 que j\u2019appelle \u00ab d\u00e9sol\u00e9, pas d\u00e9sol\u00e9 \u00bb \u2013 appara\u00eet \u00e9galement dans les relations personnelles abusives ou impliquant des personnes souffrant de d\u00e9pendances actives. <\/p>\n<p>La m\u00eame chose est vraie dans les contextes de travail, qu\u2019il s\u2019agisse d\u2019excuses pour un mauvais comportement interpersonnel, d\u2019efforts de mauvaise qualit\u00e9, d\u2019erreurs qui affectent les co\u00e9quipiers, ou de d\u00e9cisions ou de r\u00e9sultats qui nuisent aux parties prenantes.<\/p>\n<h3>L'exp\u00e9rience \u00ab\u00a0D\u00e9sol\u00e9, pas d\u00e9sol\u00e9\u00a0\u00bb<\/h3>\n<p>J'ai demand\u00e9 \u00e0 un groupe de professionnels et de managers issus d'horizons et de secteurs divers de partager un exemple d'un leader qui leur avait pr\u00e9sent\u00e9 des excuses mais avait ensuite commis la m\u00eame infraction. <\/p>\n<p>G\u00e9n\u00e9ralement, ces exemples de \u00ab\u00a0d\u00e9sol\u00e9, pas d\u00e9sol\u00e9\u00a0\u00bb impliquaient un travail ou un effort de travail de mauvaise qualit\u00e9, de la violence verbale, un comportement sapant ou un manque de courtoisie.<\/p>\n<p>J\u2019ai \u00e9galement demand\u00e9 \u00e0 ces professionnels de d\u00e9crire ce qu\u2019ils ont ressenti lorsqu\u2019il est devenu clair que les excuses qu\u2019ils avaient re\u00e7ues n\u2019entra\u00eeneraient aucun changement.<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-new-left\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tSi vous, en tant que leader, souhaitez contribuer \u00e0 mettre fin \u00e0 un mauvais comportement, demandez \u00e0 chacun de r\u00e9pondre de ses actes. <em>comportemental<\/em> normes.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>Comment les promesses creuses ont-elles affect\u00e9 les relations de travail ? <\/p>\n<p>Ces r\u00e9sultats affectent n\u00e9gativement non seulement la partie offens\u00e9e mais \u00e9galement l'organisation : les personnes l\u00e9s\u00e9es par le \u00ab d\u00e9sol\u00e9, pas d\u00e9sol\u00e9 \u00bb commencent \u00e0 partager moins d'informations, \u00e0 fournir moins d'efforts ou m\u00eame \u00e0 chercher un nouvel emploi.<\/p>\n<aside class=\"article-ad ad-300  ad-300x600 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<h3>Que faire si vous \u00eates le d\u00e9linquant<\/h3>\n<p>Nous faisons tous des erreurs et faisons des choses qui blessent les autres, et la plupart d\u2019entre nous s\u2019excusent au moins de temps en temps. <\/p>\n<p>Ce qui co\u00fbte le plus cher, c\u2019est de changer notre comportement \u00e0 un point tel que les personnes que nous avons affect\u00e9es n\u00e9gativement le remarquent et sentent que la br\u00e8che a \u00e9t\u00e9 r\u00e9par\u00e9e.<\/p>\n<p><strong>Arr\u00eatez de bl\u00e2mer les autres ou la situation pour ce que vous avez fait de mal.<\/strong> Bien que le comportement ait souvent plusieurs causes ou d\u00e9clencheurs, se concentrer sur les attributions externes ne vous aide pas \u00e0 internaliser la n\u00e9cessit\u00e9 de corriger et de contr\u00f4ler votre propre comportement futur.<a id=\"reflink3\" class=\"reflink\" href=\"#ref3\">3<\/a> Par exemple, si vos explications aux autres sont remplies de d\u00e9clarations telles que \u00ab J\u2019ai \u00e9t\u00e9 soumis \u00e0 un tel stress \u00bb, \u00ab Les autres ne portaient pas leur poids \u00bb ou \u00ab Le calendrier \u00e9tait impossible \u00bb, il y a de fortes chances que ces d\u00e9clarations deviennent des justifications de l\u2019inaction.<\/p>\n<p><strong>Arr\u00eatez de vous concentrer ou de parler de votre <em>intentions<\/em>.<\/strong> Lorsque nous nous excusons, nous nous concentrons souvent sur ce que nous <em>cens\u00e9<\/em> faire ou <em>pourquoi<\/em> nous avons fait ce que nous avons fait. <em>pr\u00e9<\/em>les intentions \u00e9tablies et le comportement r\u00e9el ne sont pas tr\u00e8s forts.<a id=\"reflink4\" class=\"reflink\" href=\"#ref4\">4<\/a> Et lorsque vous n\u2019avez m\u00eame pas formul\u00e9 d\u2019intention avant de faire quelque chose \u2013 comme c\u2019est souvent le cas avec les rat\u00e9s \u2013 essayer de justifier votre erreur en parlant a posteriori de vos intentions est un mensonge pour vous-m\u00eame et pour les autres.<\/p>\n<p>Ce n\u2019est pas une vraie explication. <em>pr\u00e9f\u00e9rences r\u00e9v\u00e9l\u00e9es<\/em> \u2014 vos comportements observables, pas vos pr\u00e9dictions ou introspections.<a id=\"reflink5\" class=\"reflink\" href=\"#ref5\">5<\/a> Ce qui compte, c'est ce que vous avez fait et ce que vous ferez \u00e0 l'avenir. <em>intentions<\/em> n'\u00e9taient-ils que pour \u00eatre utiles aux autres ? <\/p>\n<p><strong>Commencez \u00e0 faire le suivi.<\/strong> Face au mal que nous avons fait, il est logique que nous souhaitions mettre ce sentiment de culpabilit\u00e9 ou de honte derri\u00e8re nous le plus rapidement possible.<a id=\"reflink6\" class=\"reflink\" href=\"#ref6\">6<\/a> Soyez particuli\u00e8rement vigilant ici en ce qui concerne les mauvaises habitudes (inconscientes) que vous pr\u00e9tendez vouloir changer.<\/p>\n<p><strong>Ne vous excusez pas si vous savez que vous n\u2019avez pas l\u2019intention de changer.<\/strong> Dire que vous \u00eates d\u00e9sol\u00e9 alors que vous n\u2019avez pas l\u2019intention de mettre fin \u00e0 un comportement ou de commencer \u00e0 r\u00e9soudre le probl\u00e8me n\u2019est pas \u00ab au grand c\u0153ur \u00bb : c\u2019est fallacieux et \u00e9go\u00efste.<\/p>\n<h3>Que faire si vous \u00eates le destinataire des excuses<\/h3>\n<p>Lorsque c\u2019est nous qui devons pr\u00e9senter des excuses, nous pouvons \u00e9galement jouer un r\u00f4le dans le processus de r\u00e9paration.<\/p>\n<p><strong>Nommez le motif.<\/strong> Faire preuve de courtoisie en acceptant des excuses a beaucoup de m\u00e9rite.<\/p>\n<p><strong>Nommez la blessure.<\/strong> Accepter rapidement des excuses \u2013 \u00ab\u00a0C\u2019est bon\u00a0; passons \u00e0 autre chose\u00a0\u00bb\u00a0\u2013 pourrait \u00eatre agr\u00e9able sur le moment (pour vous et pour la personne qui s\u2019excuse).<\/p>\n<p><strong>Demandez ce dont vous avez besoin.<\/strong> Si la v\u00e9rit\u00e9 est que vous ne serez pas dispos\u00e9 ou capable de pardonner, ou d\u2019avancer de mani\u00e8re productive sans action d\u00e9montrable, vous devez dire ce que c\u2019est.<a id=\"reflink7\" class=\"reflink\" href=\"#ref7\">7<\/a> Ainsi, par exemple, si vous \u00eates en col\u00e8re parce que quelqu\u2019un ne parvient pas \u00e0 vous d\u00e9fendre, dites-lui, en termes pr\u00e9cis \u2013 \u00e0 qui, \u00e0 quelles occasions \u2013 et comment vous aimeriez le voir commencer \u00e0 se lever.<\/p>\n<p>Aucune des strat\u00e9gies ci-dessus ne signifie que vous devez vous exposer davantage \u00e0 un comportement abusif ou blessant.<\/p>\n<h3>Que faire si vous g\u00e9rez le d\u00e9linquant<\/h3>\n<p>Parfois, nous sommes un tiers \u2013 par exemple, le responsable de la personne qui pr\u00e9sente ses excuses et\/ou la personne concern\u00e9e \u2013 et nous sommes donc impliqu\u00e9s dans une tentative de r\u00e9conciliation entre deux personnes.<\/p>\n<p><strong>Expliquez clairement que vous n\u2019\u00e9valuez pas les intentions ;<\/strong> Si vous, en tant que leader, souhaitez contribuer \u00e0 mettre fin \u00e0 un comportement inappropri\u00e9, indiquez clairement que c\u2019est ce qui sera \u00e9valu\u00e9 et demandez \u00e0 chacun de r\u00e9pondre de ses actes. <em>comportemental<\/em> normes. <em>cens\u00e9<\/em> faire \u00bb ou \u00ab<em>pr\u00e9vu par<\/em> cela \"peut \u00eatre une source n\u00e9cessaire de motivation externe pour le changement. Un leader ne peut pas emp\u00eacher les rationalisations des autres de se produire, mais il peut emp\u00eacher quelqu'un de se comporter de mani\u00e8re inacceptable au travail.<\/p>\n<p><strong>Effectuez des suivis sur les changements de comportement.<\/strong> Lorsque vous savez qu\u2019une rupture s\u2019est produite, effectuez un suivi aupr\u00e8s des deux parties, non seulement imm\u00e9diatement apr\u00e8s, mais \u00e9galement au fil du temps, pour vous assurer que des changements se produisent effectivement.<\/p>\n<hr class=\"break\"\/>\n<p>Que nous soyons le d\u00e9linquant ou l\u2019offens\u00e9, ou quelqu\u2019un d\u2019autre essayant de r\u00e9tablir la confiance et le respect apr\u00e8s des erreurs in\u00e9vitables, voici ce dont nous devons tous nous souvenir \u00e0 propos des excuses significatives : vous ne vous contentez pas de dire que vous \u00eates d\u00e9sol\u00e9, vous le montrez.<\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Th\u00e8mes<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Colonne<\/h4>\n<p>\n            Nos chroniqueurs experts proposent des opinions et des analyses sur des questions importantes auxquelles sont confront\u00e9s les entreprises et les managers modernes.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           Plus dans cette s\u00e9rie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">A propos de l'auteur<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/jimdetert\/\" target=\"_blank\">Jim D\u00e9tert<\/a>(Wiley, 2023).<cite>Choisir le courage\u00a0: le guide quotidien pour \u00eatre courageux au travail<\/cite>(Wiley, 2023).<\/p>\n<\/div><\/div>\n<div class=\"article-ref\" id=\"article-ref\">\n<h4 class=\"article-ref__title\">R\u00e9f\u00e9rences<\/h4>\n<div class=\"article-ref__list\">\n<p id=\"ref1\"><b>1.<\/b> M. Ingall et S. McCarthy, \u00ab D\u00e9sol\u00e9, d\u00e9sol\u00e9, d\u00e9sol\u00e9 : les arguments en faveur de bonnes excuses \u00bb (Simon et Schuster, 2023).<\/p>\n<p id=\"ref2\"><b>2.<\/b> H. Cloud et J. Townsend, \u00ab\u00a0Des personnes s\u00fbres\u00a0: comment trouver des relations qui sont bonnes pour vous et \u00e9viter celles qui ne le sont pas\u00a0\u00bb (Zondervan, 1995).<\/p>\n<p id=\"ref3\"><b>3.<\/b> B. Weiner, \u00ab Une th\u00e9orie attributionnelle de la motivation et de l'\u00e9motion en mati\u00e8re de r\u00e9ussite \u00bb, Revue psychologique 92, no. <a href=\"https:\/\/doi.org\/10.1037\/0033-295X.92.4.548\" target=\"_blank\" rel=\"noopener noreferrer\">est ce que je.org\/10.1037\/0033-295X.92.4.548<\/a>.<\/p>\n<p id=\"ref4\"><b>4.<\/b> P. Sheeran, \u00ab Intention \u2013 Relations comportementales : une revue conceptuelle et empirique \u00bb, Revue europ\u00e9enne de psychologie sociale 12, non. <a href=\"https:\/\/doi.org\/10.1080\/14792772143000003\" target=\"_blank\" rel=\"noopener noreferrer\">est ce que je.org\/10.1080\/14792772143000003<\/a>.<\/p>\n<p id=\"ref5\"><b>5.<\/b> PENNSYLVANIE. <a href=\"https:\/\/doi.org\/10.2307\/2548836\" target=\"_blank\" rel=\"noopener noreferrer\">est ce que je.org\/10.2307\/2548836<\/a>.<\/p>\n<p id=\"ref6\"><b>6.<\/b> S.J. <a href=\"https:\/\/doi.org\/10.1016\/S0149-2063(03)00079-5\" target=\"_blank\" rel=\"noopener noreferrer\">doi.org\/10.1016\/S0149-2063(03)00079-5<\/a>.<\/p>\n<p id=\"ref7\"><b>7.<\/b> W. Ickes, \u00ab Lecture mentale au quotidien : comprendre ce que pensent et ressentent les autres \u00bb (Prometheus Books, 2003).<\/p>\n<\/p><\/div>\n<\/p><\/div>\n<\/div>\n<p>#Arr\u00eatez de #Faire #Creux #Excuses #Travail<\/p>","protected":false},"excerpt":{"rendered":"<p>Chronique th\u00e9matique Nos chroniqueurs experts proposent des opinions et des analyses sur des probl\u00e8mes importants auxquels sont confront\u00e9s les entreprises et les dirigeants modernes.<\/p>","protected":false},"author":1,"featured_media":5201,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-5200","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Stop Making Hollow Apologies at Work - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/fr\/stop-making-hollow-apologies-at-work\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Stop Making Hollow Apologies at Work\" \/>\n<meta property=\"og:description\" content=\"Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Harry Haysom\/Ikon Images Summary: Leaders may make many apologies at work \u2014 say, for bad interpersonal behavior or mistakes that impact teammates. 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