6. Conclusion
If hospital transformation projects often come up against obstacles
linked to the plurality of professionals with sometimes divergent
interests, the recent health crisis proved to be a timeless moment in
time when, despite the dramatic consequences, healthcare organizations
health organizations, thanks to the professionals who bring them to
life, were able to adapt by transforming themselves. Against a backdrop
of latent crisis within hospitals, it would seem appropriate to
formalize the mechanisms put in place, with the aim of institutionalize
them.
The frequently encountered
obstacles in hospital transformation projects, which are often linked to
the diversity of professional interests, were temporarily set aside
during the recent health crisis. Despite the dire consequences,
healthcare organizations were able to adapt and transform themselves
thanks to the dedication of their staff. Given the latent crisis within
hospitals, it is now essential to formalize the mechanisms put in place
and institutionalize them.
This research, which utilizes the framework of structuration theory
based on the duality of structure and the recursivity of action and
structure34, aims to explore the complexity of
organizational transformation. It was conducted in two French hospitals
that were at the forefront of the crisis, where transformation had
become a necessity. The results indicate a significant shift in
decision-making processes, with a logic of experimentation initiated by
frontline professionals and regulated by middle management. This
combination of medical, nursing, logistical, and administrative
expertise was supported by top management, who provided the necessary
resources. Although constant adjustments were made, the transformations
initiated were successful and enabled the hospitals to effectively cope
with a large influx of patients.