Journal Article

Best practice recommendations: Managerial challenges in the emergency department

Jenner, A, Merdinger-Rumpler, C, Thys, F, Chenou, A, Oberlin, Mathieu, Douplat, M, Capgras, Jean-Baptiste, Casalino, E, De Stefano, C, Ganansia, O, Chocron, R, Potel, Gilles, Goergescu, I, Chevalier, A, Bonnet, F, Claret, P.-G, Giraud, L, Pascal, C, Kokoszka, V, Abdeljalil-Diné, M, Bradwejn, J, Veran, L, Delomas, T, Noizet, M, Messager, A, Lemaire, C, Gil-Jardine, Cédric, Soulat, L, Valdenaire, G, Burellier, F, Douay, B, Bruyere, C, Lefort, H, Baret, C, Carron, P. N, Goddet, S

2023

Overview

Management involves organizing, planning, coordinating, and scheduling tasks. Emergency departments (EDs) face organizational challenges due to their specific activities, interprofessional collaboration within the team, and coordination with both intra- and extra-hospital partners. To address these challenges, the French Society of Emergency Medicine (FSEM) sought to bring together experts working in EDs, along with academic researchers and educators, to develop evidence-based guidelines for ED management. While managers must be recognized for their medical skills, they must also develop their leadership skills through dedicated training. These skills will enable them to adapt their leadership style to different situations and teams to encourage team motivation and commitment. Serving as the interface between frontline teams, management, and institutional partners, their role should be to promote dialogue and ensure team security. The manager’s role and resources need to be formalized in collaboration with senior leadership, in particular regarding access to information, so that the manager can convey a strategic vision to teams and partners. Projects should be implemented and meetings should be organized within the framework of an effective strategy. To achieve this, setting out and sharing clearly defined objectives and operating rules, as well as involving staff in decision-making, are effective tools for reducing resistance to change and encouraging the co-construction of organizational transformation. Skills development through individual and group training creates opportunities for the meaningful exchanges needed to support professionals to flourish, strengthen motivation, and build shared values. Certain factors are directly associated with the attractiveness of an ED, such as the working environment, the variety of activities, and individualized career management. The organizational structures put in place must ensure psychological safety and effective interprofessional collaboration to improve both the quality of work life and the quality of care. Communication and crisis management must be carefully thought out and methodically organized to build an ED in which every team member can fully engage and feel valued. Experts agree that managing an ED should be a structured activity, requiring specific tools and skills. This role must be recognized by the teams, leadership, and partners.

• Publisher: JLE