{"version":"1.0","provider_name":"Gestions hospitali\u00e8res","provider_url":"https:\/\/www.ricom-web8.com\/gestions","author_name":"Gestions hospitali\u00e8res","author_url":"https:\/\/www.ricom-web8.com\/gestions\/author\/benjamin\/","title":"Paradoxes organisationnels et tensions de r\u00f4le - Gestions hospitali\u00e8res","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"zOHxF8vxbK\"><a href=\"https:\/\/www.ricom-web8.com\/gestions\/paradoxes-organisationnels-et-tensions-de-role\/\">Paradoxes organisationnels et tensions de r\u00f4le<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.ricom-web8.com\/gestions\/paradoxes-organisationnels-et-tensions-de-role\/embed\/#?secret=zOHxF8vxbK\" width=\"600\" height=\"338\" title=\"\u00ab\u00a0Paradoxes organisationnels et tensions de r\u00f4le\u00a0\u00bb &#8212; Gestions hospitali\u00e8res\" data-secret=\"zOHxF8vxbK\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/* ]]> *\/\n<\/script>\n","description":"Paradoxes organisationnels et typologies Le paradoxe, d\u00e9fini comme \u00e9tant l\u2019expression de \u00ab\u2009contradictions durables, voire permanentes, entre des \u00e9l\u00e9ments qui apparemment s\u2019excluent l\u2019un l\u2019autre mais coexistent malgr\u00e9 tout\u00a0[1]\u2009\u00bb, fait partie du quotidien des cadres de sant\u00e9. En effet, le cadre de proximit\u00e9 est constamment confront\u00e9 \u00e0 des demandes contradictoires, se situant ainsi au carrefour de diff\u00e9rents p\u00f4les de tension. Entre culture gestionnaire et culture de soin, il doit satisfaire \u00e0 la&hellip;"}