Résumés
Résumé
Le Plan d’action en santé mentale 2005-2010 commande une réforme substantielle de l’organisation des services en santé mentale. Il s’appuie sur un ensemble d’idées qui apparaissent bien peu fondées au regard des sciences de l’organisation. Cet article examine quelques-unes de ces idées. La rhétorique gestionnaire du Plan est ancrée dans un archétype organisationnel mécaniste connu pour être fort peu adéquat pour la mission centrale des organisations de services humains complexes comme celles du domaine de la santé mentale. La rationalité mécanicienne adoptée marginalise la vraie source de la valeur des services en santé mentale, les praticiens et leurs institutions sociales. Elle participe d’un mouvement qui rend les organisations toujours plus grosses, plus abstraites, plus impersonnelles, pilotées à distance par des indicateurs superficiels. On a de bonnes raisons de penser que la démarche d’ingénierie organisationnelle du Plan d’action accentuera l’effritement de la capacité individuelle et collective à offrir des services de grande valeur.
Abstract
The Plan d’action en santé mentale 2005-2010 commands a substantial reform of mental health services organization. In order to achieve this, the Plan draws upon a set of ideas that appear somewhat unsubstantiated in regards to the sciences of organization. This article examines a few of these ideas. The managerial rhetoric of the Plan is anchored in an organizational and mechanistic archetype known for its inadequacy in the central mission of organizations of complex human services such as those concerning mental health. The mechanist rationality adopted marginalizes the real source of the value of mental health services, of practitioners and their social institutions. It participates in a movement that renders organizations always bigger, more abstract and impersonal steered from a distance by superficial indicators. There are good reasons to believe that this approach of organizational engineering will accentuate the eroding of the individual and collective capacities of delivering services of great value.
Resumen
El Plan de Acción de Salud Mental 2005-2010 impone una reforma substancial de la organización de los servicios de salud mental. Se apoya en un conjunto de ideas que parecen poco fundadas con respecto a las ciencias de la organización. Este artículo examina algunas de estas ideas. La retórica de gestión del Plan está anclada en un arquetipo organizacional mecanicista conocido por ser muy poco adecuado para la misión central de las organizaciones de servicios humanos complejos como la del campo de la salud mental. La racionalidad mecanicista adoptada margina a la verdadera fuente del valor de los servicios de salud mental, a los profesionales de la salud y sus instituciones sociales. Ésta participa de un movimiento que hace que las organizaciones sean cada vez más grandes, más abstractas, más impersonales, piloteadas a distancia por los indicadores superficiales. Contamos con buenas razones para pensar que esta medida de la ingeniería organizacional del Plan de Acción acentuará el desmembramiento de la capacidad individual y colectiva para ofrecer servicios de gran valor.
Resumo
O Plano de ação em saúde mental 2005-2010 dirige uma reforma substancial da organização dos serviços em saúde mental. Ele se apoia em um conjunto de ideias que se mostram bem pouco fundadas segundo as ciências da organização. Este artigo examina algumas destas ideias. A retórica gerencial do Plano está fundamentada em um arquétipo organizacional mecanicista conhecido por ser muito pouco adequado para a missão central das organizações de serviços humanos complexos, como as da área da saúde mental. A racionalidade mecânica adotada marginaliza a verdadeira fonte do valor dos serviços em saúde mental, os clínicos e suas instituições sociais. Ela participa de um movimento que torna as organizações sempre maiores, mais abstratas, mais impessoais, pilotadas a distância por indicadores superficiais. Tem-se boas razões de pensar que a abordagem de engenharia organizacional do Plano de ação acentuará ao desmantelamento da capacidade individual e coletiva a oferecer serviços de grande valor.
Veuillez télécharger l’article en PDF pour le lire.
Télécharger
Parties annexes
Bibliographie
- Birnbaum, R., 2001, Management Fads in Higher Education : Where They Come From, What They Do, and Why They Fail, Jossey-Bass Publishers, San Francisco.
- Braybrooke, D., Lindblom, C. E., 1963, A Strategy of Decision. Policy Evaluation as a Social Process, Free Press, New York.
- Brunsson, N., 2006, Mechanisms of Hope. Maintaining the Dream of the Rational Organization, Copenhagen Business School Press, Copenhague.
- Burns, T., Stalker, G. M., 1994, The Management of Innovation, 3e édition (1re édition en 1961), Oxford University Press.
- Dupuis, A., Farinas, L., 2010, « Une critique des modes managérialistes dans la gestion des organisations de services humains complexes de santé et de services sociaux », Nouvelles Pratiques sociales, 22, 2.
- Freidson, E., 2001, Professionalism. The Third Logic, The University of Chicago Press, Chicago.
- Freidson, E., 1994, Professionalism Reborn, The University of Chicago Press.
- Grandori, A., 2001, Organization and Economic Behavior, Routledge, Londres et New York.
- Hammond, K. R., 1996, Human Judgment and Social Policy, Irreductible Uncertainty, Inevitable Error, Unavoidable Injustice, Oxford University Press.
- Hasenfeld, Y., 1983, Human Service Organizations, Prentice-Hall, Englewood Cliffs, New Jersey.
- Hood, C., 1998, The Art of the State, Culture, Rhetoric, and Public Management, University Press, Oxford.
- Kirk, S. A., Kutchins H., 1992, Diagnosis and uncertainty in mental health organizations, in Hasenfeld, Y., ed., Human Services as Complex Organizations, Sage Publications.
- Lindblom, C. E., 1965, The Intelligence of Democracy, Yale University Press.
- Lindblom, C., 1959, The Science of Muddling Through, Public Administration Review, 19, 79-88.
- March, J. G., 1994, A Primer on Decision Making, The Free Press, New York.
- Mintzberg, H., 1994, The Rise and Fall of Strategic Planning, The Free Press, New York.
- Mintzberg, H., 1989, Mintzberg on Management, Inside Our Strange World of Organizations, Free Press, New York.
- Mintzberg, H., 1979, The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, N.J.
- Pollit, C., Bouckaert, G., 2004, Public Management Reform, A Comparative Analysis, Oxford University Press, 2e édition.
- Pollit, C., 2003, The Essential Public Manager, Open University Press.
- Schön, D. A., 1983, The Reflective Practitioner. How Professionals Think in Action, Basic Books.
- Scott, W., R., 2003, Organizations, Rational, Natural, and Open Systems, 5e edition, Prentice Hall.
- Simon, H., 1957, Administrative Behavior, 2e édition. The Free Press, New York.
- Taylor, F. W., 1911, The Principle of Scientific Management, Harper and Row, New York.
- Wildavsky, A., 1973, If planning is everything, maybe it’s nothing, Policy Sciences, 4, 127-153.