Organizational Qui-Vive: An Intermediate Approach to Structuring the Link Between Attention and Action
Le Qui-Vive organisationnel : une forme de structuration du lien attention-action
Résumé
Since the pioneering work of Simon, several avenues of research have investigated the attention structuring processes in organizations. While the
research based directly on Simon's theories focused on the role of management tools in structuring attention, more recent research based on Weick's work has focused on the role of the cognitive processes of the actors rather than tools, emphasizing a particular pattern of action, namely mindfulness. In this study, we re-examine the role of tools in the structuring of attention while recognizing the empowerment of the actors as described by Weick. In doing so, unlike the majority of current research, which focuses on mindfulness, we consider the existence of patterns of actions that are different from mindfulness. An empirical study in hospitals demonstrated a particular pattern of action that we call Organizational Qui-Vive. This pattern consists of an action script, tools that support the script, and processes that channel the attention of the actors. Organizational Qui-Vive is similar in structure to Mindfulness but differs in several respects. It alerts to a specified danger, it brings consciousness into the action using tools prepared in advance and gives meaning to the action through mutual understanding. We compare the two patterns linking attention and action to point out the different structuring processes that respond to different situations. Organizational Qui-Vive is emerging as an intermediate structuring approach that is heavily influenced by the importance of tools, but which nevertheless empowers the actors.
Une étude empirique dans le domaine hospitalier a fait apparaître un pattern d’action particulier que nous proposons d’appeler Qui-Vive organisationnel. Ce pattern est composé d’un script d’action, de ressources instrumentales qui consolident le script, et de mécanismes qui orientent l’attention des acteurs. Le Qui-Vive organisationnel a une structure proche du « Mindfulness » mais s’en distingue sur plusieurs points : il met en alerte sur un danger spécifié, il met de la conscience dans l’action en s’appuyant sur des ressources instrumentales préparées à l’avance et renforce le sens de l’action par des mécanismes d’intercompréhension. La comparaison de deux patterns liant attention et action met en lumière des mécanismes de structuration différents qui répondent à des situations différentes. Le Qui-Vive organisationnel fait ainsi émerger une forme intermédiaire de structuration très marquée par l’importance de l’instrumentation, mais qui néanmoins préserve l’autonomie des acteurs.