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Step into a world where perfectionism isn't a virtue but can be a disruption to management in Greg Chasson's compelling book, Flawed: Why Perfectionism is a Challenge for Management, a powerful addition to the realm of leadership books. As a renowned psychologist and expert in cognitive-behavioral therapy, Chasson unravels the complexities of perfectionism, making this book an essential read for those seeking self-growth, effective leadership, and successful team building.

The vision of perfectionism as a multidimensional variable has gained weight in scientific evidence as social functioning sets more rigorous performance standards of an individual or group differentiation in any field (e.g., academic, sports, work, social, religious...). There is a need to establish how we achieve the goals we set ourselves in any field of action, thanks mainly to the creation of valid and reliable instruments to measure it. In today's societies, there is an increasing emphasis on how to respond to the demands of the environment as quickly as possible, being effective and achieving the best results. The demands of the environment make it possible to stimulate contextually (if they are seen as traits) and to construct perfectionist patterns and attitudes (if they are understood as learned cognitions or behaviors), which are usually associated with agonizing feelings of devaluation, incapacity or psychological vulnerability. Perfectionists are characterized by setting their goals too high as they are always on a quest to do things perfectly. In cases where they cannot do something perfectly, they do not even try, or they live with significant suffering that floods their lives, causing feelings of dissatisfaction and affecting their self-esteem, mainly because their attention is reduced to focusing only on the end of the tasks they perform, leaving the development of the task in the background. People who seek to do things perfectly are rigid when it comes to carrying them out, causing difficulty in adapting to changes, and preventing them from enjoying the present moment or taking advantage of their mistakes to improve themselves. In the same way, we can say that they reject reality, or at least they are reluctant to experience it in a way that is very different from the way they shape it. It is impossible to make everything perfect, as all people make mistakes, but perfectionists conceive failure as an expression of their maladjustment and for this reason, they generate high levels of anxiety, becoming people who try to control everything around them.

Simone a beaucoup de talent en dessin. Mais elle veut faire des dessins parfaits. Rien de moins. Auprès d'un artiste, elle apprend à faire confiance à son instict et à regarder d'une nouvelle fac̜on. Ce qui semble raté devient parfois un point de départs vers des possibilités nouvelles...

Prior quantitative research examining the effect of perfectionism on job performance has yielded mixed findings, possibly due to the complex nature of this personality trait and how it shapes employees' performance. This qualitative study sought to gain an in-depth, person-centred understanding of how employees perceive perfectionism influences their job performance. Semistructured interviews were completed with 22 perfectionists (Mage = 36.09 years, SD = 10.57; 13 females, nine males), with 11 of these participants experiencing perfectionistic strivings and 11 individuals experiencing perfectionistic concerns. A thematic analysis yielded five novel themes in how perfectionists perceived this trait to impact their job performance. Common themes that emerged across all participants revealed shared experiences, including trouble tackling ambiguous tasks and difficulty collaborating with others. Themes also revealed several novel experiences of each dimension, with performance anxiety being more prevalent among participants with perfectionistic concerns, while participants with perfectionistic strivings reported having higher workloads. Emerging from these findings is the overarching notion that both dimensions of perfectionism have complex and nuanced effects on job performance. How the effect of perfectionism on performance may vary across career stages and professions is discussed as an important avenue for future research. Les recherches quantitatives antérieures portant sur l'effet du perfectionnisme sur les performances au travail ont abouti à des résultats mitigés, probablement en raison de la nature complexe de ce trait de personnalité et de la manière dont il influence la performance des employés. Cette étude qualitative visait à obtenir une compréhension approfondie, centrée sur la personne, de la manière dont les employés perçoivent l'influence du perfectionnisme sur leur performance au travail. Des entretiens semi-structurés ont été menés auprès de 22 perfectionnistes (âge moyen = 36,09 ans, écart-type = 10,57, 13 femmes, 9 hommes), 11 d'entre eux ayant des aspirations perfectionnistes et 11 autres des préoccupations perfectionnistes. Une analyse thématique a permis de dégager cinq nouveaux thèmes sur la façon dont les perfectionnistes perçoivent l'impact de ce trait de caractère sur leur performance au travail. Les thèmes communs à tous les participants ont révélé des expériences partagées, notamment la difficulté à s'attaquer à des tâches ambiguës et à collaborer avec d'autres personnes. Les thèmes ont également révélé plusieurs expériences nouvelles de chaque dimension, l'anxiété de performance étant plus fréquente chez les participants ayant des préoccupations perfectionnistes, tandis que les participants ayant des aspirations perfectionnistes ont déclaré avoir une charge de travail plus importante. Il ressort de ces résultats que les deux dimensions du perfectionnisme ont des effets complexes et nuancés sur la performance au travail. La façon dont l'effet du perfectionnisme sur la performance peut varier en fonction des étapes de la carrière et des professions est discutée comme un domaine important pour la recherche future. Public Significance Statement In this study, 22 working adults were interviewed about how they perceive their perfectionism to influence their job performance behaviours at work. Themes that emerged from the data suggest that perfectionism can be both an asset and a hindrance for employees regarding their working style and their quality and output of work.

A highly regarded professor of psychology at the London School of Economics, sharing contemporary evidence, explores how the pursuit of perfection can lead to burnout and depression and shows what we can do to resist the modern-day pressure to be perfect to led a more purposeful and contented life.

L’article se propose d’analyser le corpus de la « Querelle des Amyes » à l’aune du concept d’antérotisme. Celui-ci permet de saisir la dynamique éminemment paradoxale (à différents niveaux) des textes qui visent un lectorat féminin à instruire. Entre subversion et conformisme, des textes que l’on pensait s’opposer frontalement finissent par s’unir en proposant un parcours didactique en réalité aporétique, mais non sans valeur réflexive. La Querelle des Amyes ainsi envisagée rejoint de plain-pied le plus large corpus de la Querelle des Femmes, sans pourtant finir par prendre parti pour l’un ou l’autre des partis qui s’y affrontent. Clef de compréhension d’une lecture qui ne peut se saisir que comme un problème ou une promesse, Antéros dévoile la nature (possible) du sens de ces textes qui ne se révèle qu’en tenant ensemble des positions contradictoires et pourtant nécessaires les unes aux autres pour pouvoir être signifiantes.

La formation continuée des personnels de l'Education Nationale a été mise en place en 1982. A l'origine, les besoins individuels en constituent la composante principale et nécessitent la mise en place de recherches propres à identifier les différents facteurs et les différentes sources de variations susceptibles de l'influencer. A côté d'enquêtes importantes comme celle de Bourdoncle et Lombrose (5), nous proposons des « effets-loupes » sur des histoires de vie professionnelle. The teaching staff's continuous training was instituted in 1982. Originally it was set up chieffly by individual needs and requires researches intended to identify the different factors and causes of variations likely to influence it. Besides important investigations such as Bourdoncle and Lombroso's, we are proposing « focussing effects » upon stories of professionnal lives.