Biomedical Engineering Reference
In-Depth Information
capabilities via specific systems: the conversion factors (Fernagu-Oudet,
2012a). These refer to 'the set of factors that facilitate (or hinder) the abil-
ity of an individual to make use of the resources that are at his/her dis-
posal in order to convert them to concrete achievements' (Fernagu-Oudet,
2012a, p. 10, our translation). An enabling environment therefore cannot
and should not define itself solely in terms of the presence of resources.
It must also ensure that it is possible to convert these resources into con-
crete achievements.
This approach has implications in terms of methodologies for ergo-
nomic interventions in organizational design or redesign. In Section 16.4,
we will present an overall approach for such interventions and illus-
trate it with an example. This approach seeks to build an enabling pro-
cess throughout the course of the intervention itself and, in the longer run,
through the setup and development of conversion factors.
Enabling environments viewed in the light
of organization studies
Using the instrumental approach (Bourmaud, this volume) to redefine
organizations and the conceptual framework of enabling environments,
we will argue here that an enabling environment can be defined as an
environment that can be 'instrumentalized', insofar as it is open to adapt
itself and can foster the emergence of an enabling mode of operation.
Following this view, the goals for ergonomics are as follows:
• First, to highlight available resources of any kind and the conversion
factors at play - including those that function negatively, i.e. hin-
der effective and efficient use of these resources, and those which,
conversely, contribute to performance, i.e. allow the mobilization of
these resources.
• Second, based on this diagnosis, to implement a system to 'start up'
positive and sustainable conversion factors, i.e. processes at the indi-
vidual and collective levels that are liable to sustainably improve
the organization.
Within this framework, the goal is not just to design environments
that are suited and can be adapted to the job - but environments that are
'debatable', where the everyday 'inventions' of agents are discussed and
can be integrated into the structure in such a way that design can go on in
use. Therefore, the goal is to promote a 'work of organization' (de Terssac,
2003) in which the organization, viewed as an artifact, is the product of a
continuous activity of rule creation, and where new rules are gradually
integrated to replace old ones.
