The complex situation of French hospitals is marked by a profound crisis, and successive economic reforms have led to a financial approach to hospital management, often to the detriment of the primary mission of care. The Claris report written in 2020 also highlights the many symptoms of this crisis, such as burnout, high psycho-social risks and sometimes toxic management.
Organizational and societal factors are also having an impact on the hospital function, as are the increase in administrative tasks, the aging of the population and the prevalence of chronic diseases. The challenges facing hospitals are many.
In concrete terms, the institution is faced with the complexities and specificities of its sector, and better management for better care is a solution for understanding, controlling and energizing the hospital ecosystem.
In this downloadable document, discover our experts' ideas for strengthening human capacity management with situational leadership, better human resources management and an ethical and epistemological approach to management, essential conditions for an attractive and motivating work environment.
The hospital crisis is a multi-symptom crisis in which human beings are at the forefront. How did we get here?
The political history of the hospital is a useful and necessary key to understanding the causes of this situation.
Hospitals are places of research, teaching and transmission. Above all, it is the place where patients live, and where complex cooperation between professions takes place. And it's a place undergoing constant transformation as a result of computerization, digitization, telemedicine, technological revolutions, societal choices in work rhythms and all the major transitions, including environmental ones.
An increasingly complex social situation
The Debré reform had brilliantly succeeded in raising the French healthcare system and life science research to the pinnacle of international excellence. At the heart of the cardinal promise of 1958: to attract the best of their generation to the CHU to excel in care.
This was followed by the goal of controlling healthcare costs. It became a necessity, even an end in itself, to the point of confusing means and ends, and subjecting the institution to a financial approach, in part forgetting the true nature of the hospital.
Find out more in this article from Matthieu Sainton and Pierre-Antoine Pontoizeau which we invite you to download. Our teams are also available to help you transform your hospital organizations.
