La Simulation Réflexive Transverse : une méthode pour ancrer l’activité humaine au cœur de la performance de l’entreprise

Understanding and supporting intermediation work to address territorialized public policy issues: The case of a Territorial Food Project in France

“…The second area of an ergonomic intervention involves providing tools to explore how the coordination required for the translation, institutionalization and facilitation processes could be effective. In this regard, we suggest drawing inspiration from the method of crosscutting reflexive simulation [23] based on the analysis of categories of situations in which cognitive coordination is potentially problematic for the success of intermediation processes. Complementing this approach, we could also draw on the method of constructive co-analysis of practices [24] to foster the emergence of a crosscutting collective.…”

Methodology Proposal to Access Cross-Functional Collective Activities of External Radiotherapy

“…They therefore participate in part of the analysis of the activity, which is different from certain approaches where the ergonomist provides a diagnosis that will serve as a starting point for discussions and then co-construct solutions (Casse & Caroly, 2017). This methodology is designed to meet a need to better understand the complexity of the real care process in its entirety (Motté & Poret, 2018) because it concems several professionals in many times and places with multiple care protocols, method etc. According to Van Belleghem (Van Belleghem, 2014) this freedom to create an original methodology is pos sible because this work is part of a research having "low constraint to the exercise" supporting a high "practices' diversification potential".…”

Understanding the development of organizations at the crossroads of the course of action and the instrumental approach: the transitional perspective

“…As a continuation of the transitional instruments revealed in the travel sphere (Bationo-Tillon, 2010), we have identified cooperative transitional instruments (Poret, 2015) that redesign the boundaries within organizations. We have shown (Poret, 2015;Motté & Poret, 2018) how current information systems (IS) not only fragment the activity of operators, but prevent them from reconstituting the continuity necessary for the successful performance of their activities. They therefore cobble together transitional instruments by diverting the functions of the IS in order to reforge fragmented units of activities.…”