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Good Practice Recommendations —Manager in Emergency Department Volume 13, issue 5-6, Septembre 2023

Tables


  • Tableau 1

  • Tableau 2

  • Tableau 3
Authors

* Texte validé par la commission des référentiels de la SFMU le 22 juin 2023 et par le conseil d'administration de la SFMU le 26 septembre 2023.

Commission des référentiels de la SFMU : Jean-Baptiste Bouillon (Clermont-Ferrand), Pierre Catoire (Bordeaux), Anthony Chauvin (Paris), Delphine Douillet (Angers), Xavier Dubucs (Toulouse), Cédric Gil-Jardine (Bordeaux), Jérémy Guenezan (Poitiers), Maxime Jonchier (La Rochelle), Pierrick Le Borgne (Strasbourg), Philippe Le Conte (Nantes), Nicolas Peschanski (Rennes), Geoffroy Rousseau (Tours), Barbara Villoing (Paris)

Conseil d'administration de la SFMU : Sandrine Charpentier (Toulouse), Anthony Chauvin (Paris), Tahar Chouihed (Nancy), Florence Dumas (Paris), Jean-Paul Fontaine (Paris), Patricia Jabre (Paris), Olivier Mimoz (Poitiers), Yann Penverne (Nantes), Catherine Pradeau (Bordeaux), Patrick Ray (Dijon), Dominique Savary (Angers), Karim Tazarourte (Lyon), Nicolas Termoz-Masson (Grenoble), Youri Yordanov (Paris)

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.