From Diagnosis to Transformation: How Projects are Implemented in a Participatory Framework

Abstract

In this paper, we use a project management approach as a basis for describing the process of implementing changes as part of a musculo-skeletal disorder (MSD) prevention program in two primary aluminium processing plants. In this participatory program, seven Ergo groups produced nine diagnoses, leading to 40 change implementation projects, 23 of which were subsequently carried out over a period of 18 months. A qualitative analysis based on several data sources, including the personal logs of four ergonomists responsible for monitoring the Ergo groups, led to the identification of the following variables: scope, sector, project ownership and project management It also showed how these variables influenced project outcomes. A number of elements are proposed for consideration when preparing and implementing this type of program.

Les stratégies d’intervention utilisées par une intervenante dans le cadre d’une démarche préventive des troubles musculosquelettiques et contraintes psychologiques et organisationnelles en milieu hospitalier

“…Relatives à l'évaluation des résultats produits par l'intervenant lors de l'intervention : transformations attendues et inattendues du milieu de travail notamment en termes d'effets intermédiaires. À ce titre, Bellemare, Marier, Prévost, Montreuil et Perron (2000) ont montré que plus la réalisation des préconisations est réaliste, plus ces dernières ont des chances d'être réellement implantées dans les organisations.…”

Finding ergonomic solutions—participatory approaches

“…Bellemare et al [38] described a project management approach for PE in two aluminium plants (with between 300 and 564 workers, respectively) as part of an MSD prevention programme. The programme was conducted over 2 years and was supported by a team of five ergonomists.…”