Оглавление
Группа авторов. Altering Frontiers
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Altering Frontiers. Organizational Innovations in Healthcare
Foreword by Jean-Louis Denis. Adaptation, Trust and Methodology
References
Foreword by Norbert Nabet The Challenges of Altering Frontiers: For Other More Collaborative Approaches
Introduction. The Challenges of “Altering Frontiers”: The Multiple Facets of Boundaries to Cross and Articulate
I.1. Altering frontiers: a boundary concept
I.2. Conclusion
I.3. References
PART 1. Innovations as Seen by Stakeholders. Introduction to Part 1
References
1. Recognition of Patients’ Experiential Knowledge and Co-production of Care Knowledge with Patients and Citizens in the 21st Century. 1.1. Introduction
1.2. From “empowerment” to the “patient revolution”, an international trend
1.3. From paternalism to different forms of participation and partnership with patients
1.4. Innovative practices
1.5. Conclusion
1.6. References
2. Innovative Organizations and Professional Strategies: The Nursing Professional Space. 2.1. Introduction: experimenting experimentation
2.2. Participatory evidence-based policy: a new conceptual framework?
2.3. Article 51: a full-scale test
2.3.1.Experimenting for recognition
2.3.2.An expression of interest
2.4. The nursing space: a controlled extension
2.4.1.Asalée: a fragile experiment
2.4.2.The nurse in advanced practice: spearhead or first in line
2.4.2.1. Students in training: conscious pioneers
2.4.2.2. A changing nursing identity
2.5. Conclusion: new ways of doing things
2.6. Appendix: examples of emancipatory innovations in the 1990s. 2.6.1.Nursing specialization versus the place of the manager
2.6.2.Stubborn labor relations
2.7. References
3. Managed Communities of Practice in the Gerontology Sector: Case of a CoP of Gerontology Volunteers in Sweden. 3.1. Introduction
3.2. Context and questions
3.3. Conceptual framework. 3.3.1.Volunteering
3.3.2.Communities of practice
3.3.3.Managed communities of practice
3.3.4.The interpretative framework of a piloted community of practice
3.4. Illustrations
3.4.1.The Swedish context
3.4.2.A community of practice piloted in the field of gerontology
3.4.2.1. The use of the managed community of practice
3.4.2.2. Toward ever more steering of the community of practice
3.5. Conclusion
3.6. References
PART 2. Innovations on the Collective Side. Introduction to Part 2
References
4. Moving from Partitioning to Transversality in Operating Rooms using Robot-assisted Surgery. 4.1. Introduction
4.2. The context of operating rooms mobilizing the surgical robot
4.3. The issue of technical and non-technical skills in the context of robotic surgery
4.4. The effects of new technologies in terms of individual and collective skills
4.5. Viewing at the heart of robot-assisted surgery in urology. 4.5.1.A pragmatic approach to analyzing the activity of an operating theater
4.5.2.A configuration of the operating room and an installation of the patient constrained by the surgical robot
4.5.3.A spatiotemporal separation and limited communication between team members
4.5.4.The impoverishment and disarticulation of individual and collective skills in the operating room, mobilizing the surgical robot
4.6. Discussion
4.7. References
5. Clinical Poles of Activity, an Opportunity for New Cooperation Between the Actors? The Case of a Hospital
5.1. Key elements and objectives of polar reform
5.2. Improving cooperation and better articulating the logics present in the hospital: challenges and theoretical identification
5.3. Context and methodology of the study
5.4. Modalities of cooperation permitted by the establishment of the clinical poles
5.4.1.The articulation actors
5.4.2.Tools supporting articulation work
5.4.3.The instances of exchange and articulation
5.5. Conditions for the use of articulations
5.6. Cooperation in a polar structure, some research avenues
5.7. References
6. Learning from Reforms Aiming to Disseminate Innovative Organizational Models: The Case of Family Medicine Groups in Quebec. 6.1. Introduction
6.2. Conceptual framework
6.2.1.The impact of intervention precision on the ability to learn
6.2.2.The impact of evaluations on learning capacities
6.3. Illustration of the analytical framework: the reflexive processes related to the implantation of family medicine groups in Quebec
6.3.1.Method and context of the study
6.3.2.Results of the analysis
6.4. Discussion
6.4.1.A brief overview of intervention theory
6.4.2.Evaluations that support rather than question
6.4.3.Evaluations that are not well integrated into the GFM policy
6.4.4.Improvements to increase learning potential in primary care reforms
6.5. Conclusion
6.6. References
7. Variety and Performance of Innovative Organizational Structures: The Emergence of Territorial Support Platforms1. 7.1. Introduction
7.2. Context of the study
7.2.1.Organizational forms for the care and support to complex patients: an overview of the literature
7.2.2.Territorial support platforms: a new organizational arrangement in the French healthcare system
7.2.3.Context of the study, expected empirical observations on organizational forms and performance of PTAs
7.3. Conceptual framework
7.3.1.Analytical framework and concepts from structural contingency theory
7.3.2.The adhocratic structural configuration: an innovative organizational form to carry out complex tasks in dynamic environments
7.4. Empirical analysis
7.4.1.Analysis of contingency factors (situational elements) and expected organizational form of PTAs. 7.4.1.1. Analysis of internal contingency factors
7.4.1.2. Analysis of external contingency factors
7.4.1.3. Synthesis of the situational elements, expected organizational form of PTAs
7.4.2.Organizational congruence and PTAs performance
7.4.2.1. Analysis of PTAs performance
7.4.2.2. Analysis of the level of organizational congruence of PTAs
7.4.2.3. Interpretation of results
7.5. Conclusion
7.6. Acknowledgments
7.7. References
PART 3. Reflective Insights on Organizational Innovations in Healthcare. Introduction to Part 3
References
8. Proposals for New Approaches to Contributory Evaluation of Healthcare Pathways from Interface Organizations. 8.1. Introduction
8.2. Context and research questions. 8.2.1.Background
8.2.2.Positioning for the method
8.2.3.Methodology
8.3. Framework for analyzing the processes of diffusion of organizational innovations: definition and principles (conceptual framework)
8.4. Empirical illustrations of the innovation diffusion processes supported by coordination platforms
8.4.1.A community of “expert” stakeholders, resulting from dynamic processes of territorial construction
8.4.2.Territory of practices as a framework for the intelligibility of processes for disseminating organizational innovations
8.4.2.1. Example of a territorial platform for support of complex healthcare pathways evolved from a healthcare network for the elderly
8.4.2.2. Example of a territorial platform for support of complex healthcare pathways resulting from primary care
8.4.3.Learning process
8.4.3.1. Collective professional learning
8.4.3.1.1. Example of coordination around complex situations
8.4.3.2. Organizational learning
8.4.3.2.1. Example of intersectoral coordination
8.4.4.Process of building collective standards
8.4.4.1. Organizational prescription process for innovation
8.4.4.1.1. Example of political-organizational activities
8.4.4.2. Process of transmitting organizational experience
8.4.4.2.1. The professional standard as a transmission lever
8.4.4.2.2. Approaches to improving professional practices as a driver of transmission
8.5. Conclusion. 8.5.1.Lessons
8.5.2.Perspectives
8.6. Acknowledgments
8.7. References
9. Innovation and Absorptive Capacity of Organizations in the Healthcare Field. 9.1. Introduction: absorbing to innovate
9.2. Context and questions: the challenge of openness
9.3. Theoretical framework: the notion of organizational absorption capacity
9.4. Responses to the three OAC pitfalls: illustrations
9.4.1.Entering the absorption process
9.4.2.The quality of what is absorbed
Box 9.1.Drawing on exotic worlds to transform an organization7
9.4.3.The transition from potential to realized
Box 9.2.The absorptive capacity of a social work training institution based on a study of two projects
9.5. Conclusion
9.6. References
10. Quality Management in Hospitals: The Two Faces of Rationalization Through Indicators. 10.1. Introduction: are quality indicators a managerial innovation?
10.2. Context and issues
10.2.1.An institutional response in the context of a confidence crisis
10.2.2.From cautious indicators to equivocal uses
10.3. Management tools and organizational rationalization dynamics
10.3.1.What rationalization of professional organizations?
10.3.2.Investigating rationalization induced by quality indicators
10.4. A dynamic of professional rationalization?
10.4.1.Standardization of professional practices
10.4.2.Traceability of hospital activities
10.4.3.The local rooting of evidence-based medicine
10.5. A dynamic of managerial rationalization?
10.5.1.Control and competition
10.5.2.Rationalization and bureaucratization
10.5.3.A certain disenchantment with the hospital world
10.6. Conclusion: rationalizing through indicators to rationalize “softly”
10.7. References
List of Authors
Index. A
C
D
E
F, G, H
I
L, M
N, O
P
R, S
T
V, U
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