Recommandations de bonnes pratiques — Manager en structure de médecine d’urgences

M. Oberlin, Célia Lemaire (), M. Douplat, Manel Abdeljalil-Diné (), C. Baret, F. Bonnet, J. Bradwejn, C. Bruyere (), F. Burellier, J.-B. Capgras, P.-N. Carron, E. Casalino, A. Chenou, A. Chevalier, R. Chocron, P.-G. Claret, T. Delomas, C. de Stefano, B. Douay, O. Ganansia, L. Giraud, I. Goergescu, C. Gil-Jardine, S. Goddet, A. Jenner, V. Kokoszka, H. Lefort, C. Merdinger-Rumpler, A. Messager, M. Noizet, G. Potel, L. Soulat, G. Valdenaire, L. Veran, C. Pascal and F. Thys
Additional contact information
M. Oberlin: HUS - Les Hôpitaux Universitaires de Strasbourg
Célia Lemaire: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, ULaval - Université Laval [Québec], IUF - Institut universitaire de France - M.E.N.E.S.R. - Ministère de l'Education nationale, de l’Enseignement supérieur et de la Recherche
M. Douplat: CHLS - Centre Hospitalier Lyon Sud [CHU - HCL] - HCL - Hospices Civils de Lyon
Manel Abdeljalil-Diné: COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne
F. Bonnet: ArcelorMittal Maizières Research SA - ArcelorMittal
C. Bruyere: CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université, COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne
F. Burellier: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes
A. Chevalier: IP - Institut Pascal - CNRS - Centre National de la Recherche Scientifique - UCA - Université Clermont Auvergne - INP Clermont Auvergne - Institut national polytechnique Clermont Auvergne - UCA - Université Clermont Auvergne
R. Chocron: PARCC (UMR_S 970/ U970) - Paris-Centre de Recherche Cardiovasculaire - HEGP - Hôpital Européen Georges Pompidou [APHP] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP) - HUPO - Hôpitaux Universitaires Paris Ouest - Hôpitaux Universitaires Île de France Ouest - INSERM - Institut National de la Santé et de la Recherche Médicale - UPCité - Université Paris Cité, HEGP - Hôpital Européen Georges Pompidou [APHP] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP) - HUPO - Hôpitaux Universitaires Paris Ouest - Hôpitaux Universitaires Île de France Ouest
P.-G. Claret: CHU Nîmes - Centre Hospitalier Universitaire de Nîmes, EA 2992 - Caractéristiques féminines des dysfonctions des interfaces cardio-vasculaires - UM1 - Université Montpellier 1 - UM - Université de Montpellier
O. Ganansia: hpsj - Groupe Hospitalier Paris Saint-Joseph
L. Giraud: FCBA - Institut Technologique Forêt Cellulose Bois-construction Ameublement

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Abstract: Management involves organizing, planning, coordinating, and/or scheduling a task. Emergency medical services (EMS) are subject to organizational challenges due to their specific activity, interprofessional relations within the team and with partners inside and outside the hospital. To help meet these challenges, the French Society of Emergency Medicine (SFMU) wanted to bring together experts practicing in EMS and teaching, and research experts to propose a set of guidelines for EMS management based on data from the literature. While managers must be recognized for their medical skills, they must also develop their leadership skills through specific training. These skills will enable them to adapt their leadership style to situations and teams in order to encourage team motivation and commitment. As the interface between teams in the field, management, and institutional partners, their role should be to encourage dialogue and reassure teams. The manager's role and resources need to be formalized with management, in particular access to information so that the manager can convey a strategic vision to teams and partners. The implementation of a project and the holding of meetings must be organized with an effective strategy. To achieve this, setting out and sharing clear objectives, operating rules, and involving staff in decision making are effective tools for limiting resistance to change and encouraging the co-construction of transformations. The development of skills through individual and group training provides the time for exchanges necessary for professionals to flourish, for motivation to be strengthened, and for shared values to be built. Certain factors are directly associated with the attractiveness of an EMS, such as the working environment, diversification of activities, and individualized career management. The organizations that put in place must ensure psychological safety and effective interprofessional collaboration to improve the quality of working life and the quality of care. Communication and crisis management must be carefully thought out and methodically organized to build an EMS in which every employee can invest and feel at home. The experts agree that managing an EMS must be an organized activity with its own tools and skills. This role must be recognized by the teams, management, and partners.

Date: 2023-12-22
Note: View the original document on HAL open archive server: https://hal.science/hal-04447256v1
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Published in Annales françaises de médecine d'urgence, 2023, ⟨10.3166/afmu-2022-0534⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04447256

DOI: 10.3166/afmu-2022-0534

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