Interagir pour improviser en situation de crise. Le cas de la canicule de 2003

Adrot, Annouck; Garreau, Lionel

doi:10.3166/rfg.203.119-131

Cited by 19 publications

(7 citation statements)

References 20 publications

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“…13 This situation is long-standing and predates the COVID, as shown by the difficulties faced by hospitals in the Paris’ region during the 2003 heat wave, and the different ways in which they improvised to deal with the urgency of this crisis. 14…”

Section: Innovation In Crisis Times and Extreme Situationsmentioning

confidence: 99%

Organizational innovation under constraints: The case of covid patients’ flow management in Parisian hospitals

Gomez

Kerveillant

Langlois

et al. 2022

Health Serv Manage Res

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The COVID crisis has put hospitals under great stress over the past 2 years and some institutions came close to their breaking points. This has often forced decision makers and the entire institutions to change their practices and the organization of the hospitals in order to continue operating despite limited resources. It has also led some hospitals to develop and implement organizational innovations. This article is based on a qualitative case study analyzing the case of a crisis unit that has implemented various innovative medical and organizational actions in order to manage the flow of resuscitation Covid patients in a large group of hospitals in Paris. This team has implemented a new evaluation scale of resuscitation needs in order to better manage quantitatively and qualitatively the patients’ flow; it has defined medical criteria to select the patients eligible for transfer; it has organized one hundred patients transfers to other hospitals’ intensive care units, in and out of the region, involving private hospitals and private ambulances for a new collaboration. The case allows us to understand innovation in the midst of an extreme situation, when material and human resources are highly constrained, and with very strong time pressure. We highlight the importance of implementing flexible organizational processes and staffing the crisis team with physicians and nurses with specific and complementary skills and experience in flow management and crisis situations.

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Section: Innovation In Crisis Times and Extreme Situationsmentioning

confidence: 99%

Organizational innovation under constraints: The case of covid patients’ flow management in Parisian hospitals

Gomez

Kerveillant

Langlois

et al. 2022

Health Serv Manage Res

View full text Add to dashboard Cite

show abstract

“…In organizations, informal social arrangements-those primarily concerning humans, artefacts and things (Schatzki, 2002)-can occur in relation to a spectrum of topics (Benson, 1977). In situations requiring resilience capabilities, social arrangements may concern the distribution of tasks or the nature of emergency practices (Adrot & Garreau, 2010). So far, social arrangements related to resilience have mostly been observed in situations where organizations need to address specific incidents.…”

Section: Resilience Structure and Action Interplaymentioning

confidence: 99%

A Practical Perspective on Resilience in Organizations: The Interplay Between Structure and Action

Adrot

Longueval

Largier

2021

Towards Resilient Organizations and Societies

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Organizations adopt resilience frameworks to deal with increasingly unstable environments, yet they are not usually applied according to their initial design. Previous research has documented the situatedness of resilience. The process of shaping resilience capabilities fuels both action and structure through social arrangements. However, knowledge remains scarce regarding how these elements relate to each other. This chapter addresses this gap, drawing on Schatzki’s work and approaching resilience as practice. It examines the four components of the structure of resilience practice and investigates their interplay with action. It relies on a qualitative design, focused on two French organizations that designed radically different resilience frameworks. The findings of this chapter outline how both the organizations deviated from their resilience vision and frameworks, no matter the nature of the framework. Despite some synergistic ties between resilience structure and action, contradictions and inconsistencies within the structure emerged, which fostered deviation. Finally, the chapter discusses two other important points inherent to its findings: First, the evolutionary dimension of resilience as practice. Second, the influence of resilience proponents—who proactively promote resilience as a practice—on the interplay between its components.

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“…Du point de vue de la gestion de l'imprévu, Jacques peut compter sur les régularités qu'il a dégagées tout au long de sa carrière, formant son expérience professionnelle pour improviser de manière cohérente et légitimer ses pratiques (Adrot et Garreau, 2010). Christina, quant à elle, n'a eu que peu de temps pour commencer à dégager des régularités de sa pratique.…”

Section: La Dimension éVénementielle De La Résilienceunclassified

Développement et parcours de résilience chez des enseignant·e·s romand·e·s

Fetelian¹,

Perrin²,

Masdonati³

2021

SJER

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Cette contribution documente le développement de la résilience d’enseignant·e·s romand·e·s dans une optique de prévention du burnout. La mise en œuvre d’une multi-méthode alliant analyse narrative et analyse de l’activité dégage une vision heuristique du phénomène. Elle permet de documenter la nature processuelle de la résilience et relève des stratégies de résilience, des facteurs protecteurs et des différences liées à l’ancienneté des sujets. Les résultats font également état du caractère structurant et porteur d’apprentissage de moments d’autoévaluation/réflexion. Ces éléments ouvrent des perspectives pour la formation et l’accompagnement des enseignant·e·s.

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Interagir pour improviser en situation de crise. Le cas de la canicule de 2003

Cited by 19 publications

References 20 publications

Organizational innovation under constraints: The case of covid patients’ flow management in Parisian hospitals

Organizational innovation under constraints: The case of covid patients’ flow management in Parisian hospitals

A Practical Perspective on Resilience in Organizations: The Interplay Between Structure and Action

Développement et parcours de résilience chez des enseignant·e·s romand·e·s

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