Sarah Garidi is an engineer, manager and associate professor at the University of Lorraine, France. She also serves as Director of the Robert Schuman and Belle-Isle Hospitals in eastern France. Her research focuses on hospital information systems, patient care pathways and emerging organizational models in healthcare.Jihane Sebai is an associate professor in management sciences at the LAREQUOI laboratory (UVSQ – Paris-Saclay University, France), where she supervises doctoral research (HDR). Her research focuses on public and healthcare management, organizational transformation, care coordination, and managerial innovation.

• Foreword xiiiJulien HUSSONIntroduction xviiSarah GARIDI and Jihane SEBAIPart 1. The Search for Systemic Change Through Health Partnerships 1Introduction to Part 1 3Chapter 1. Top-Down and Bottom-Up Approaches to Health Pathways Through Population Responsibility 7Valérie GUICHARD and Antoine MALONE1.1. Introduction 71.2. Context 91.2.1. The clinical integration model based on population responsibility (PR) 91.2.2. Creating local hospitals 101.3. Materials and methods 121.3.1. Exploratory case study on a living area 121.3.2. Observation framework 121.4. Combining top-down and bottom-up approaches: institutional work in action 161.4.1. Conceptual work 161.4.2. Operational work 171.4.3. Structural work 191.4.4. Relational work 201.4.5. Changes and actions implemented in the local area 221.5. Discussion and conclusion 231.6. References 24Chapter 2. Organizational Challenges of Adopting a Recovery-Oriented Philosophy in Mental Healthcare 27Francesca BOSISIO, Eliane BOVITUTTI, Cécile FRANK PRAD and Carla GUGLIELMETTI2.1. The "recovery" philosophy in mental health 272.1.1. The Mental Healthcare Center of the Fondation de l'Orme 282.2. Results 312.2.1. Recovery and emergent change in theory... 312.2.2. ...and in practice 332.3. Discussion and challenges 342.3.1. Emergent change and regulatory framework 352.3.2. Challenges for a psychologically safe work environment 362.4. Conclusion 382.5. References 38Chapter 3. The Luxembourg Red Cross Works Towards a Partnership in Health 41Joachim RENOUPREZ, Julien MACCIONI and Cécile RUMEAU3.1. Introduction 413.2. The need for an integrated approach to health 433.2.1. Towards a holistic view: the impact of health determinants 433.2.2. A broad view of health 453.2.3. The 2030 health strategy of the Luxembourg Red Cross: a cross-sectoral vision 463.3. The importance of a collaborative dynamic 493.3.1. From concept to implementation: what steps can be taken to establish partnerships in healthcare? 503.3.2. Enhancing staff skills: a prerequisite for creating an environment that foster partnerships 503.3.3. Initiatives that encourage the Luxembourg Red Cross to seek partnerships 523.4. Conclusion 563.5. References 58Chapter 4. Collaboration in the Care Pathway: Building Mutual Trust Between Patients and Professionals 61Sandrine VIRGILI and Frédéric BORNAREL4.1. Introduction 614.2. Trust in care: developments, barriers and contributions 624.2.1. Trust in the patient–healthcare professional relationship: a multidisciplinary but limited interpretation of trust 624.2.2. Theorizing trust in management science: definitions and typologies 654.3. From developing trust to reflective trust: the contribution of management sciences 664.3.1. Managing trust: key conditions for building and developing trust within the team 674.3.2. Genuine and effective trust: reflective trust 694.3.3. Discussion: How can this be applied to the patient partner? 714.4. Conclusion 724.5. References 72Chapter 5. Feedback: From Partnership to the Art of Patient Partner Care 75Luigi FLORA5.1. Introduction and background 755.2. The patient partner approach or "Montreal model" 765.3. The art of patient partner care as a benchmark for scalability 775.4. A new form of organization for an emerging paradigm in France 785.5. The art of partnership-based care with patients and the public: What is its purpose? 795.6. Methodologies for engaging patient partners in their care and in the public interest 815.7. Conclusion 825.8. References 83Chapter 6. Transforming Lived Experience into Legitimate Expertise: The Patients' University and the Institutionalization of the Health Partnership 85Lennize PEREIRA PAULO and Catherine TOURETTE-TURGIS6.1. Introduction 856.2. The Patients' University: the origin of an innovation in the academic world 866.3. Graduation: an example of an engagement model combining rights and participation 876.4. Degree programs and master classes in response to the rise of "patient engagement" policies 886.4.1. A commitment to the continuing education of patient- and caregiver-partners 896.4.2. Supporting the needs of patient-partners in practice: the practice analysis groups – patient expertise (GAP-ExP) 906.5. The Patients' University as a hub for innovative projects 916.6. Conclusion 946.7. References 94Part 2. Typologies of Transformative Healthcare Partnerships by Professionals 97Introduction to Part 2 99Chapter 7. From Systems Theory to Change Management in Healthcare 103Marc BERNA and Michelle THILL7.1. Introduction 1037.2. Systems theory 1047.3. Healthcare systems 1057.4. Implementation of interventions in a healthcare system 1057.5. Stakeholder involvement in the change process. 1077.6. Implementation of medical innovations: barriers and drivers 1087.7. Participatory action research as a partnership between researchers and participants 1107.8. Systems analysis of change management: the case of a diabetic retinopathy screening program 1117.9. Methodology 1137.9.1. Selection of the patient sample 1137.9.2. Data collection 1147.9.3. Analysis of results 1147.9.4. Ethical and regulatory considerations 1157.10. Results 1157.10.1. Implementation of the Fast-DR screening program at SNOS 1157.10.2. Identification of stakeholders 1157.10.3. Patient characteristics 1167.10.4. Identification of barriers and facilitators 1177.10.5. Status after the first cycle of AR and overview 1187.11. Limitations of this case study and contributions to research 1197.12. Conclusion 1207.13. References 121Chapter 8. The Benefits of a Partnership Approach to Improving Healthcare Quality 125Laure ISTAS and Mathieu LOUISET8.1. Introduction to the continuous improvement in healthcare quality 1258.2. Added value of co-creation with patients 1268.2.1. Individual participation in one's own care 1288.2.2. Improving processes with patients 1298.2.3. Co-creation of quality and safety policies 1308.2.4. Training with patient partners 1308.3. Added value of co-creation with professionals 1318.3.1. Developing coalitions 1318.3.2. Quality of life at work 1338.3.3. An importance shared between staff and patients 1348.4. Conclusion: safe, reliable and effective care in a learning system 1358.5. Acknowledgements 1368.6. References 136Chapter 9. The Challenge of Interprofessional Partnerships in Pediatric Emergency Care 139Nadine KULINNA, Fränk NELISSEN and Jean-Marc CLOOS9.1. Introduction 1399.2. Theoretical framework 1399.2.1. Interprofessional collaboration and collective intelligence 1399.2.2. Collaborative project management and the agile approach 1409.3. Description of the issue 1419.3.1. Needs assessment 1429.3.2. Political reactions, public reactions and patient complaints 1429.3.3. Summary of the issues and possible solutions 1449.4. Project implementation 1459.5. External communication 1469.5.1. Monitoring and assessment of implementation 1479.5.2. Lessons learned from interdisciplinary collaboration 1489.5.3. Role of collective intelligence 1499.6. Results and discussion 1499.7. Conclusion and outlook 1529.8. References 153Chapter 10. The Challenge of Multiple Partnerships: The Case of a Research Project to Optimize Care Pathways 155Jean-Baptiste GARTNER, Marie-Pierre GAGNON and André CÔTÉ10.1. Introduction 15510.2. Conceptual framework 15610.3. Empirical part 15710.3.1. Perceptions of issues by actor categories 15910.3.2. Expectations regarding project benefits 163x The Patient Pathway10.3.3. The challenges of multiple partnerships in projects to optimize care pathways 16710.4. Discussion and conclusion 17110.5. References 173Chapter 11. Testimonial: The Patient Experience, Without Hesitation. 177So YUNG STRAGA11.1. Introduction 17711.2. Professionals: putting an end to empathy 17811.3. Consequences of working in the healthcare sector on professional practice 18011.4. Team atmosphere 18211.5. Patients: putting an end to empowerment 18311.6. Patient perspective 18411.7. Patient representation 18611.8. Conclusion 18711.9. References 188Chapter 12. Testimonial: Different Views on the Integration of Accompanying Patients in Oncology 189Marie MARON and Marie-Pascale POMEY12.1. Introduction 18912.2. PAROLE-Onco 19012.2.1. Co-creation of the program 19012.2.2. Convincing results. 19012.2.3. Program deployment 19312.3. PAROLE-Onco in France 19312.3.1. Regional health agency project 19312.3.2. Project led by Unicancer 19412.3.3. Research project 19412.4. PAROLE-Onco in Belgium 19512.4.1. Presentation of the institution 19512.4.2. Project implementation 19512.4.3. Implementation of support 19612.4.4. Results 19712.4.5. Reflections on the experience 19812.5. Conclusion 20012.6. References 201Conclusion 203Sarah GARIDI and Jihane SebaiList of Authors 207Index 211