Résilience - COVID-19 - Résilience - Coronavirus disease 2019

Des régulations territoriales au changement d’activité des acteurs locaux du système de soin gérant la crise Covid – ReSOTON

RESOTON

The project called ReSOTON aims to understand the role of collective regulations in COVID-19 crisis cells coordinated by the hospital on changes in the activity of the healthcare system stakeholders. The 5 actors identified, who had significant changes in their activity, are general doctors, hospital pharmacy, mortuary rooms, nurcing homes and private clinics.

The organizational resilience is defined as individual and collective regulations to reorganize work

adaptation in the face of variability, re-elaboration of rules, development of individual and collective know-how, construction of professional sense, preservation of health.

ergonomic observation of 34 CHUGA crisis cells and 34 territorial cells since March 2020, 27 individual interviews with local key actors, 3 REX (pharmacy, mortuary room), 10 observations and interviews of general doctors, 3 months of observation and 20 individual interviews of a nursing home. Data continues to be collected during the 3rd pandemic step.
This material will be analyzed in double levels: 1/ the differences between the decisions taken in the crisis cells, perceived as resilient by the actors involved, and the permanent adaptations in the field, experienced as intensification and sometimes injunctions; 2/ the regulations at the local level make it possible to have got rooms of maneuver favoring the action possibilities on work situations for the professionals.

3 main results: 1/ The resilience of the healthcare system depends on the collective ability to adapt, the re-organizations, the coordination between actors and services, and local networking with different institutional actors; 2/ The crisis collective management depends on the link between regulated safety and managed safety and the possible room for maneuver; 3/ The individual and organizational learning phenomena creates and makes the collective organization to support the capacity to adapt

The project impact is to continue improvement the local health network, hospital organization and the healthcare quality, by producing regulations analysis and individual and collective activity transformations take into account.

submited

The project called ReSOTON aims to understand the role of collective regulations in COVID-19 crisis cells coordinated by the hospital on changes in the activity of the healthcare system stakeholders. The 5 actors identified, who had significant changes in their activity, are general doctors, hospital pharmacy, mortuary rooms, nurcing homes and private clinics.
The organizational resilience is defined as individual and collective regulations to reorganize work: adaptation in the face of variability, re-elaboration of rules, development of individual and collective know-how, construction of professional sense, preservation of health.
The research feasibility is that field data has already been collected: ergonomic observation of 34 CHUGA crisis cells and 34 territorial cells since March 2020, 27 individual interviews with local key actors, 3 REX (pharmacy, mortuary room), 10 observations and interviews of general doctors, 3 months of observation and 20 individual interviews of a nursing home. Data continues to be collected during the 3rd pandemic step.
This material will be analyzed in double levels: 1/ the differences between the decisions taken in the crisis cells, perceived as resilient by the actors involved, and the permanent adaptations in the field, experienced as intensification and sometimes injunctions; 2/ the regulations at the local level make it possible to have got rooms of maneuver favoring the action possibilities on work situations for the professionals.
Three scientific problems have been identified to report on organizational resilience: 1/ The resilience of the healthcare system depends on the collective ability to adapt, the re-organizations, the coordination between actors and services, and local networking with different institutional actors; 2/ The crisis collective management depends on the link between regulated safety and managed safety and the possible room for maneuver; 3/ The individual and organizational learning phenomena creates and makes the collective organization to support the capacity to adapt
The project divided into 4 WPs over 12 months: WP1: Collective activity analysis in crisis cells: study of communications using Actograph software to report on cooperation and collective decisions making; WP2: Individual and collective activity analysis of the actors in crisis management: 50 individual interviews with key actors using the N-Vivo software and feedback (abbreviated to “REX” in French) from the 5 identified target actors (3 collective interviews) which will be the subject of a monograph, story to manage COVID crisis; WP3: Confrontation between the local regulations analysis and the individual activity of the actors to formalize recommendations on the collective organizational resilience conditions. Feedback to local and decision-making actors and scientific seminars will be organized; WP4: Production of scientific knowledge, valorization and deliverables: 2 papers, 1 workshop and 2 national and international congress.
The consortium comprises Sandrine Caroly (Professor of ergonomics at the PACTE laboratory) and Vincent Bonneterre (university professor and hospital practitioner and occupational doctor at the CHUGA, TIMCE), who are used to working together and can call on their scientific network for input. A senior phd student recruitment will be to support the data analysis (WP1, WP2) and the disseminate.
The project impact is to continue improvement the local health network, hospital organization and the healthcare quality, by producing regulations analysis and individual and collective activity transformations take into account.

Project coordination

Sandrine CAROLY (Pacte - Laboratoire de sciences sociales)

The author of this summary is the project coordinator, who is responsible for the content of this summary. The ANR declines any responsibility as for its contents.

Partner

PACTE Pacte - Laboratoire de sciences sociales

Help of the ANR 72,420 euros
Beginning and duration of the scientific project: June 2021 - 12 Months

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