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ESC a collaboré avec l’",{"text":537,"type":304,"marks":538},"Association canadienne de soins et services à domicile ",[539],{"type":387,"attrs":540},{"href":541,"uuid":102,"anchor":102,"custom":102,"target":542,"linktype":390},"https://cdnhomecare.ca/?lang=fr","_blank",{"text":544,"type":304},"pour rassembler des outils et des ressources visant à orienter les discussions sur la sécurité entre les prestataires et patients au moment de recevoir des soins à domicile.",{"type":15,"attrs":546,"content":547},{"textAlign":102},[548,552],{"text":549,"type":304,"marks":550},"Suis-je en sécurité?",[551],{"type":323},{"text":553,"type":304},"aide les prestataires de soins, les patients et les proches aidants à travailler ensemble pour évaluer et gérer les risques lors de la prestation de soins à domicile. Comprendre et accepter « ce qui est sécuritaire » signifie d’équilibrer la compréhension des risques par les patients et leur famille avec la connaissance et la perception du risque acceptable par les prestataires de soins. Si toutes les parties concernées ont les bonnes conversations, se font confiance, partagent l’information et leurs connaissances et s’entraident, les soins à domicile seront sécuritaires.",{"_uid":555,"file":556,"link":558,"label":560,"linkType":387,"component":345,"linkLabel":561},"1f4fd50c-debc-4ecc-84e3-94315e06bf0e",{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":557},{},{"id":16,"url":559,"target":542,"linktype":390,"fieldtype":341,"cached_url":559},"https://cdnhomecare.ca/securite-a-domicile/?lang=fr","En savoir plus","En savoir plus et télécharger",[127,148],[183,190,198],"the-am-i-safe-report","fr/ressources/rapport-suis-je-en-securite",-18820,[],"b3ddf950-52a9-413f-8584-31a999174cf5","2025-12-03T20:11:35.421Z",[],"resources/the-am-i-safe-report",[573],{"path":574,"name":487,"lang":451,"published":343},"ressources/rapport-suis-je-en-securite",{"name":576,"created_at":577,"published_at":578,"updated_at":579,"id":580,"uuid":432,"content":581,"slug":2547,"full_slug":2548,"sort_by_date":102,"position":2549,"tag_list":2550,"is_startpage":274,"parent_id":445,"meta_data":2551,"group_id":2554,"first_published_at":2555,"release_id":102,"lang":451,"path":102,"alternates":2556,"default_full_slug":2557,"translated_slugs":2558},"A Framework for Establishing a Patient Safety Culture","2025-11-26T23:54:01.836Z","2026-02-27T17:41:04.817Z","2026-02-27T17:41:04.943Z",116783685107956,{"new":274,"seo":582,"_uid":585,"hero":586,"type":172,"topics":594,"Noindex":274,"content":595,"audience":2545,"duration":16,"regional":2546,"component":440},{"title":583,"plugin":277,"description":584},"Ensemble de culture de la sécurité des patients","Pour renforcer la culture de la sécurité, il faut des interventions séquentielles, itératives et simultanées qui visent le renforcement de la capacité, l’exécution et l’apprentissage, et qui sont en harmonie avec la culture existante Au terme d’une analyse documentaire de plus de 60 ressources, nous avons créé un Ensemble pour la culture de la sécurité des patients, puis l’avons validé au moyen d’entretiens avec des leaders d’opinion canadiens.","49df0bce-fd9d-46d2-8dc6-0ff0774021c5",[587],{"_uid":588,"file":589,"image":590,"title":593,"format":16,"component":289,"description":584,"key_learning":16,"prerequisite":16},"79e09932-73e6-42b2-9a8d-e64a6f111b31",[],{"id":591,"filename":592,"fieldtype":287},108534901744414,"https://a-ca.storyblok.com/f/850807391887861/670x450/0df79330c2/header-2-visual.png","Ensemble pour la culture de la sécurité des patients",[81,74,39],[596,1338,1743],{"_uid":597,"content":598,"component":346},"99f5eb80-72f4-4d41-a1e4-3e90cccf2d8e",[599,880,889,1114],{"_uid":600,"content":601,"component":331},"5cebfb0b-2763-49f2-8765-c93c4b22ba83",{"type":12,"content":602},[603,616,620,626,632,637,648,650,661,666,671,680,689,694,699,704,709,714,723,732,741,746,758,763,770,775,782,787,800,805,812,817,824,829,836,841,848,853,860,865,872],{"type":15,"attrs":604,"content":605},{"textAlign":102},[606,608,613,615],{"text":607,"type":304},"Page actuelle: ",{"text":609,"type":304,"marks":610},"https://www.healthcareexcellence.ca/fr/ressources/ensemble-de-culture-de-la-securite-des-patients",[611],{"type":387,"attrs":612},{"href":609,"uuid":102,"anchor":102,"custom":102,"target":542,"linktype":390},{"type":614},"hard_break",{"type":614},{"type":15,"attrs":617,"content":618},{"textAlign":102},[619],{"type":614},{"type":372,"attrs":621,"content":623},{"level":622,"textAlign":102},1,[624],{"text":625,"type":304},"Un cadre pour mettre en place une culture de la sécurité des patients",{"type":372,"attrs":627,"content":629},{"level":628,"textAlign":102},2,[630],{"text":631,"type":304},"L’Ensemble pour la culture de la sécurité des patients à l’intention des cadres supérieurs",{"type":372,"attrs":633,"content":634},{"level":374,"textAlign":102},[635],{"text":636,"type":304},"Qu’est-ce que l’Ensemble pour la culture de la sécurité des patients?",{"type":15,"attrs":638,"content":639},{"textAlign":102},[640,642,646],{"text":641,"type":304},"Pour renforcer la culture de la sécurité, il faut des interventions séquentielles, itératives et simultanées qui visent ",{"text":643,"type":304,"marks":644},"le renforcement de la capacité, l’exécution et l’apprentissage",[645],{"type":307},{"text":647,"type":304},", et qui sont en harmonie avec la culture existante Au terme d’une analyse documentaire de plus de 60 ressources, nous avons créé un Ensemble pour la culture de la sécurité des patients, puis l’avons validé au moyen d’entretiens avec des leaders d’opinion canadiens. L’Ensemble propose une série de pratiques fondées sur des données probantes qui doivent être adoptées en totalité pour permettre la prestation de soins de qualité. Tous les éléments doivent être respectés si nous voulons améliorer la culture de la sécurité des patients.",{"type":15,"attrs":649},{"textAlign":102},{"type":15,"attrs":651,"content":652},{"textAlign":102},[653,655,659],{"text":654,"type":304},"L’",{"text":656,"type":304,"marks":657},"Ensemble pour la culture de la sécurité des patients à l’intention des cadres supérieurs",[658],{"type":307},{"text":660,"type":304},"intègre des notions fondamentales liées à la science de la sécurité, la science de l’application, une culture juste, la sécurité psychologique, la santé et la sécurité du personnel, la mobilisation des patients et des familles, les comportements perturbateurs, la fiabilité et la résilience élevées, la mesure de la sécurité des patients, le leadership de première ligne, le leadership des médecins, la mobilisation du personnel, le travail d’équipe et la communication ainsi que la normalisation et l’harmonisation à l’échelle de l’industrie.",{"type":372,"attrs":662,"content":663},{"level":628,"textAlign":102},[664],{"text":665,"type":304},"Téléchargez le descriptif de l’Ensemble pour la culture de la sécurité des patients à l’intention des cadres supérieurs",{"type":15,"attrs":667,"content":668},{"textAlign":102},[669],{"text":670,"type":304},"(img: https://a-ca.storyblok.com/f/850807391887861/ed2a4def4d/patient-safety-culture-bundle-for-leaders-fr.png)",{"type":15,"attrs":672,"content":673},{"textAlign":102},[674],{"text":675,"type":304,"marks":676},"Télécharger ici",[677],{"type":387,"attrs":678},{"href":679,"uuid":102,"anchor":102,"custom":102,"target":542,"linktype":390},"https://a-ca.storyblok.com/f/850807391887861/93639a3368/patient-safety-culture-bundle-for-leaders-fr-final-ua.pdf",{"type":15,"attrs":681,"content":682},{"textAlign":102},[683],{"text":684,"type":304,"marks":685},"Voir la transcription de l'infographie",[686],{"type":387,"attrs":687},{"href":688,"uuid":102,"anchor":102,"custom":102,"target":102,"linktype":390},"https://www.healthcareexcellence.ca/fr/ressources/ensemble-de-culture-de-la-securite-des-patients/transcription-de-l-infographie-ensemble-de-la-culture-de-securite-des-patients",{"type":372,"attrs":690,"content":691},{"level":628,"textAlign":102},[692],{"text":693,"type":304},"Pourquoi cet ensemble a-t-il été créé?",{"type":15,"attrs":695,"content":696},{"textAlign":102},[697],{"text":698,"type":304},"La culture de la sécurité des patients est difficile à mettre en œuvre. L’amélioration de la sécurité nécessite une culture organisationnelle qui non seulement permet la sécurité des patients, mais qui en fait une priorité. Le changement de culture doit être placé à l’avant-plan, et non être éclipsé par d’autres mesures de sécurité.",{"type":15,"attrs":700,"content":701},{"textAlign":102},[702],{"text":703,"type":304},"Le Groupe de travail du Consortium national sur la sécurité des patients s’est penché sur le rôle essentiel des hauts dirigeants, qui doivent s’assurer que la sécurité des patients constitue une priorité organisationnelle. Un groupe de travail de partenaires, dirigé par l’Institut canadien pour la sécurité des patients (maintenant Excellence en santé Canada), le Collège canadien des leaders en santé (CCLS), SoinsSantéCAN et le Healthcare Insurance Reciprocal of Canada (HIROC), a été constitué pour établir un cadre de travail et faire progresser ce dossier.",{"type":372,"attrs":705,"content":706},{"level":628,"textAlign":102},[707],{"text":708,"type":304},"Comment puis-je utiliser l’Ensemble pour la culture de la sécurité des patients?",{"type":15,"attrs":710,"content":711},{"textAlign":102},[712],{"text":713,"type":304},"Les principales composantes requises pour mettre en place une culture de la sécurité des patients se résument à ces trois axes :",{"type":15,"attrs":715,"content":716},{"textAlign":102},[717],{"text":718,"type":304,"marks":719},"RENFORCEMENT DE LA CAPACITÉ",[720],{"type":387,"attrs":721},{"href":722,"uuid":102,"anchor":102,"custom":102,"target":102,"linktype":390},"https://www.healthcareexcellence.ca/fr/ressources/ensemble-de-culture-de-la-securite-des-patients/renforcement-de-la-capacite",{"type":15,"attrs":724,"content":725},{"textAlign":102},[726],{"text":727,"type":304,"marks":728},"EXÉCUTION",[729],{"type":387,"attrs":730},{"href":731,"uuid":102,"anchor":102,"custom":102,"target":102,"linktype":390},"https://www.healthcareexcellence.ca/fr/ressources/ensemble-de-culture-de-la-securite-des-patients/execution",{"type":15,"attrs":733,"content":734},{"textAlign":102},[735],{"text":736,"type":304,"marks":737},"APPRENTISSAGE",[738],{"type":387,"attrs":739},{"href":740,"uuid":102,"anchor":102,"custom":102,"target":102,"linktype":390},"https://www.healthcareexcellence.ca/fr/ressources/ensemble-de-culture-de-la-securite-des-patients/apprentissage",{"type":15,"attrs":742,"content":743},{"textAlign":102},[744],{"text":745,"type":304},"Pour chacun de ces axes, vous trouverez des liens vers des outils et des ressources utiles qui soutiendront vos efforts de création et de maintien d’une culture de la sécurité des patients – ainsi que ceux de vos équipes.",{"type":15,"attrs":747,"content":748},{"textAlign":102},[749,751,757],{"text":750,"type":304},"Nous serions enchantés de recevoir votre rétroaction pour nous assurer que l’Ensemble demeure à jour et pertinent à ",{"text":752,"type":304,"marks":753},"info@hec-esc.ca",[754],{"type":387,"attrs":755},{"href":756,"uuid":102,"anchor":102,"custom":102,"target":102,"linktype":390},"mailto:info@hec-esc.ca",{"text":408,"type":304},{"type":372,"attrs":759,"content":760},{"level":628,"textAlign":102},[761],{"text":762,"type":304},"Témoignages",{"type":15,"attrs":764,"content":765},{"textAlign":102},[766],{"text":767,"type":304,"marks":768},"« La sécurité des patients et la qualité des soins de santé sont favorisées lorsque les conseils d'administration et les cadres supérieurs prennent un engagement en ce sens et sont en mesure de démontrer cet engagement. Il ne manquait qu'un guide pratique concis. L'ensemble pour la sécurité des patients à l'intention des dirigeants vient combler cette lacune. »",[769],{"type":323},{"type":15,"attrs":771,"content":772},{"textAlign":102},[773],{"text":774,"type":304},"– Catherine Gaulton, directrice générale, HIROC",{"type":15,"attrs":776,"content":777},{"textAlign":102},[778],{"text":779,"type":304,"marks":780},"« La promotion de la qualité des soins et de la sécurité des patients commence à la table du conseil d'administration, qui est un moteur des changements de culture. Il est largement reconnu qu'il est impossible de s'acquitter de cette responsabilité fondamentale avec une attitude passive. Les dirigeants doivent connaître les meilleures pratiques et se doter d'un cadre correspondant pouvant les orienter dans cette importante tâche. L'ensemble contient tout cela. »",[781],{"type":323},{"type":15,"attrs":783,"content":784},{"textAlign":102},[785],{"text":786,"type":304},"– Elizabeth Martin, présidente du conseil d'administration, HIROC et ancienne membre du conseil, Centre Sunnybrook des sciences de la santé",{"type":15,"attrs":788,"content":789},{"textAlign":102},[790,794,796],{"text":791,"type":304,"marks":792},"« Le leadership est essentiel à la création d'une culture de sécurité des patients, et l'accroissement des capacités de leadership nécessite une bonne compréhension des notions, des compétences et des comportements requis pour y parvenir. L'ensemble pour la sécurité, qui contient ces éléments, est un outil pratique qui permettra aux dirigeants du domaine de la santé à l'échelle du continuum des soins d'évaluer leurs capacités personnelles. Il dotera également les organisations et les systèmes d'une liste de vérification qui leur indiquera les éléments manquants des trousses d'outils collectives pour l'éducation des dirigeants afin qu'ils puissent répondre à ces besoins de façon stratégique. SoinsSanté",[793],{"type":323},{"text":795,"type":304},"CAN",{"text":797,"type":304,"marks":798},"s'engage à diffuser cet outil partout au pays dans le cadre d'une transition culturelle vers la sécurité et de la création d'une culture de haute fiabilité. »",[799],{"type":323},{"type":15,"attrs":801,"content":802},{"textAlign":102},[803],{"text":804,"type":304},"– Dale Schierbeck, vice-président, Formation et perfectionnement, SoinsSantéCAN et coprésident du groupe de travail sur l'éducation des leaders en matière de sécurité des patients",{"type":15,"attrs":806,"content":807},{"textAlign":102},[808],{"text":809,"type":304,"marks":810},"« Dans leur engagement envers les patients de leur organisation, les conseils d'administration doivent continuer d'axer leurs efforts sur les préjudices évitables. L'étendue de l'information contenue dans l'ensemble pour la sécurité des patients aidera tous les dirigeants, conseils et organisations à reconnaître l'importance de la culture dans l'atteinte de ces buts. Ce savoir leur permettra d'offrir aux personnes dévouées œuvrant au sein des organisations de soins de santé le soutien dont elles ont besoin pour prodiguer des soins sécuritaires en tout temps. »",[811],{"type":323},{"type":15,"attrs":813,"content":814},{"textAlign":102},[815],{"text":816,"type":304},"– Ruthe Anne Conyngham, membre du corps professoral, Institut canadien pour la sécurité des patients et membre du Conseil de la qualité des soins oncologiques de l'Ontario",{"type":15,"attrs":818,"content":819},{"textAlign":102},[820],{"text":821,"type":304,"marks":822},"« Pendant des années, des cadres supérieurs ont fait la promotion des listes de vérification pour une pratique clinique fondée sur les données probantes. Aujourd'hui, les dirigeants obtiennent une liste de vérification créée pour eux afin de favoriser la création d'une culture de la sécurité. L'ensemble pour la sécurité des patients constituera une ressource précieuse qui aidera les dirigeants à passer à l'action et à prêcher par l'exemple. »",[823],{"type":323},{"type":15,"attrs":825,"content":826},{"textAlign":102},[827],{"text":828,"type":304},"– Maura Davies, ancienne présidente et directrice générale de la région sanitaire de Saskatoon et présidente, Maura Davies Healthcare Consulting Inc.",{"type":15,"attrs":830,"content":831},{"textAlign":102},[832],{"text":833,"type":304,"marks":834},"« L'ensemble sur la sécurité des patients et la qualité est une ressource clé qui fournit des indications claires aux cadres supérieurs concernant les connaissances et les mesures essentielles requises pour améliorer la culture de la sécurité et les résultats. »",[835],{"type":323},{"type":15,"attrs":837,"content":838},{"textAlign":102},[839],{"text":840,"type":304},"– G. Ross Baker, Ph.D., professeur et gestionnaire de programme, Amélioration de la qualité et sécurité des patients, Institut de politique, de gestion et d'évaluation sanitaires, École de la santé publique Dalla-Lana, Université de Toronto",{"type":15,"attrs":842,"content":843},{"textAlign":102},[844],{"text":845,"type":304,"marks":846},"« L'une des nombreuses initiatives nées du travail du Consortium national sur la sécurité des patients est l'ensemble sur la sécurité à l'intention des cadres supérieurs, qui met en lumière le rôle indispensable que jouent les hauts dirigeants dans l'établissement de la sécurité des patients comme priorité organisationnelle. L'ensemble sur la sécurité permettra de cibler les pratiques exemplaires, les compétences, les outils et les ressources que les dirigeants du domaine de la santé peuvent mettre en œuvre pour promouvoir la sécurité des patients et favoriser la diffusion de ce savoir au sein de leur organisation. »",[847],{"type":323},{"type":15,"attrs":849,"content":850},{"textAlign":102},[851],{"text":852,"type":304},"– Chris Power, directrice générale, Institut canadien pour la sécurité des patients",{"type":15,"attrs":854,"content":855},{"textAlign":102},[856],{"text":857,"type":304,"marks":858},"« Le conseil d'administration doit ultimement répondre de la performance de l'organisation. « L'ensemble de la culture de sécurité des patients » s'avère une excellente ressource pour aider le conseil à faire progresser la culture et l'agenda de la sécurité des patients. »",[859],{"type":323},{"type":15,"attrs":861,"content":862},{"textAlign":102},[863],{"text":864,"type":304},"- Joan Dawe, pair facilitatrice, programme de formation sur la Gouvernance efficace pour assurer la qualité et la sécurité des patients, Autorité sanitaire régionale de l'Est, et ancienne présidente des services de santé et communautaires de la région de St. John's.",{"type":15,"attrs":866,"content":867},{"textAlign":102},[868],{"text":869,"type":304,"marks":870},"« Le conseil d'administration, le chef de la direction et les cadres supérieurs jouent tous un rôle déterminant pour définir les limites et faire valoir l'importance d'instaurer une culture de la sécurité au sein de nos organisations. Mobiliser le personnel dans cette démarche commence au sommet et requiert une attention et des efforts concertés et continus. Cela passe par l'appui du personnel de première ligne, un véritable engagement à son égard et le respect de ce qu'il accomplit. Il est tout aussi important de faire participer ceux que l'on sert et de privilégier le partage des connaissances que cette expérience génère pour améliorer les processus de soins. Cette tâche est d'une grande complexité et \"l'ensemble\" servira de guide utile pour la globalité des efforts à déployer afin d'améliorer la sécurité et d'éliminer les préjudices. »",[871],{"type":323},{"type":15,"attrs":873,"content":874},{"textAlign":102},[875,877,878],{"text":876,"type":304},"Ray Racette, ancien chef de la direction",{"type":614},{"text":879,"type":304},"Collège canadien des leaders en santé",{"_uid":881,"file":882,"link":887,"label":888,"linkType":344,"component":345,"linkLabel":16},"4fa0996b-9c01-4306-9c98-2f469b22b816",{"id":883,"alt":884,"name":16,"focus":16,"title":884,"source":16,"filename":885,"copyright":16,"fieldtype":287,"meta_data":886,"is_external_url":274},114293328894289,"Patient Safety Culture Bundle For Leaders EN FINAL Ua","https://a-ca.storyblok.com/f/850807391887861/7677ee3692/patient-safety-culture-bundle-for-leaders-en-final-ua.pdf",{},{"id":16,"url":16,"linktype":340,"fieldtype":341,"cached_url":16},"One-Pager of the Patient Safety Culture “Bundle” for CEOs/Senior 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results?",{"type":1361,"content":1714},[1715,1720],{"type":15,"attrs":1716,"content":1717},{"textAlign":102},[1718],{"text":1719,"type":304},"Operational improvements",{"type":1358,"content":1721},[1722],{"type":1361,"content":1723},[1724],{"type":15,"attrs":1725,"content":1726},{"textAlign":102},[1727],{"text":1728,"type":304},"Structured methods, infrastructure to improve reliability, streamline operations (e.g. PDSA, lean, human factors engineering, prospective risk analysis)?","How can you use the Patient Safety Culture “Bundle”? ","accordion-2-columns",{"type":12,"content":1732},[1733,1738],{"type":15,"attrs":1734,"content":1735},{"textAlign":102},[1736],{"text":1737,"type":304},"The key components required for a Patient Safety Culture are identified under three pillars.",{"type":15,"attrs":1739,"content":1740},{"textAlign":102},[1741],{"text":1742,"type":304},"Adapted from: Singer & Vogus (2013). Reducing hospital errors: Interventions that build safety culture. ARPH 34:373-96 JANUARY 2018",{"_uid":1744,"items":1745,"title":422,"component":1730,"description":2542},"ebd2f041-18f8-48f8-b84b-5efd37257a29",[1746],{"_uid":1747,"title":1748,"ctaLeft":1749,"ctaRight":1750,"component":1346,"columnLeft":1751,"columnRight":1754},"3ac89885-aee2-4328-addf-62c5a787340f","Expand to see the full list of resources",[],[],{"type":12,"content":1752},[1753],{"type":15},{"type":12,"content":1755},[1756,1764,1769,1794,1801,1806,1813,1818,1823,1839,1844,1860,1865,1872,1877,1884,1889,1896,1901,1908,1913,1920,1925,1932,2084,2091,2106,2122,2149,2163,2177,2188,2203,2219,2243,2257,2272,2286,2301,2316,2336,2347,2358,2377,2391,2406,2417,2431,2455,2470,2489,2517,2531],{"type":372,"attrs":1757,"content":1759},{"level":628,"textAlign":1758},"left",[1760],{"text":1761,"type":304,"marks":1762},"Singer et Vogus – Interventions favorisant une culture de la sécurité (2013)",[1763],{"type":307},{"type":15,"attrs":1765,"content":1766},{"textAlign":1758},[1767],{"text":1768,"type":304},"Les initiatives morcelées pour améliorer la culture de la sécurité des patients sont inadéquates. L'amélioration de la culture de la sécurité des patients passe par des interventions séquentielles, itératives et simultanées permettant de :",{"type":1770,"attrs":1771,"content":1772},"ordered_list",{"order":622},[1773,1780,1787],{"type":1361,"content":1774},[1775],{"type":15,"attrs":1776,"content":1777},{"textAlign":102},[1778],{"text":1779,"type":304},"Implanter : p. ex. le leadership transformationnel; le rôle essentiel des hauts dirigeants; les caractéristiques du leadership; les ressources humaines; la technologie de l'information (TI); les autorités de réglementation externes.",{"type":1361,"content":1781},[1782],{"type":15,"attrs":1783,"content":1784},{"textAlign":102},[1785],{"text":1786,"type":304},"Exécuter : p. ex. le travail d'équipe; la communication; la pleine conscience; la mobilisation des patients; le signalement; la coordination entre les divers secteurs et lors des transitions.",{"type":1361,"content":1788},[1789],{"type":15,"attrs":1790,"content":1791},{"textAlign":102},[1792],{"text":1793,"type":304},"Élargir : p. ex. l'apprentissage (rapports, plaintes, revues de morbidité et de mortalité, etc.); l'éducation; la surveillance (prospective, rétrospective, simultanée); l'amélioration opérationnelle (techniques industrielles, infrastructure).",{"type":372,"attrs":1795,"content":1796},{"level":628,"textAlign":1758},[1797],{"text":1798,"type":304,"marks":1799},"Baker – Au-delà des solutions temporaires (2015)",[1800],{"type":307},{"type":15,"attrs":1802,"content":1803},{"textAlign":1758},[1804],{"text":1805,"type":304},"Recommandations : stratégie sur la sécurité des patients / l'amélioration de la qualité; suivi de la performance par le conseil d'administration; mesures (au niveau organisationnel et microsystémique); signalement et analyse d'événements (insistance sur les lacunes et les recommandations réalisables); investissements dans le climat de travail; patients et proches aidants engagés dans l'amélioration de la sécurité des patients et de la qualité des soins; investissements dans l'infrastructure d'amélioration de la sécurité des patients et de la qualité des soins; perfectionnement en leadership; collaboration entre organisations; systèmes d'information pancanadiens.",{"type":372,"attrs":1807,"content":1808},{"level":628,"textAlign":1758},[1809],{"text":1810,"type":304,"marks":1811},"Institut canadien pour la sécurité des patients – Culture de la sécurité des patients",[1812],{"type":307},{"type":15,"attrs":1814,"content":1815},{"textAlign":1758},[1816],{"text":1817,"type":304},"Dimensions : diffusion d'information; signalement; apprentissage; justice; flexibilité.",{"type":15,"attrs":1819,"content":1820},{"textAlign":1758},[1821],{"text":1822,"type":304},"Collaborateurs : leadership; mobilisation des patients/familles; travail d'équipe et communication; ouverture au signalement; apprentissage; ressources; priorité accordée à la sécurité plutôt qu'à la production; sensibilisation et formations.",{"type":372,"attrs":1824,"content":1825},{"level":628,"textAlign":1758},[1826,1830,1835],{"text":1827,"type":304,"marks":1828},"Colombie-Britannique – ",[1829],{"type":307},{"text":1831,"type":304,"marks":1832},"Culture Change Toolbox",[1833,1834],{"type":307},{"type":323},{"text":1836,"type":304,"marks":1837}," : Composantes de la culture de la sécurité des patients (2013)",[1838],{"type":307},{"type":15,"attrs":1840,"content":1841},{"textAlign":1758},[1842],{"text":1843,"type":304},"Travail d'équipe et communication; climat de sécurité; sécurité psychologique; justice organisationnelle; culture juste; reconnaissance du stress; conditions de travail; leadership; apprentissage et amélioration; patients partenaires; transparence.",{"type":372,"attrs":1845,"content":1846},{"level":628,"textAlign":1758},[1847,1851,1856],{"text":1848,"type":304,"marks":1849},"American College of Healthcare Executives (ACHE) / Institute for Healthcare Improvement (IHI) / National Patient Safety Foundation (NPSF) – ",[1850],{"type":307},{"text":1852,"type":304,"marks":1853},"Leading a Culture of Safety: A Blueprint for Success",[1854,1855],{"type":307},{"type":323},{"text":1857,"type":304,"marks":1858}," (2017)",[1859],{"type":307},{"type":15,"attrs":1861,"content":1862},{"textAlign":1758},[1863],{"text":1864,"type":304},"Six domaines de leadership : vision; confiance, respect et inclusion; mobilisation du conseil d'administration; perfectionnement en leadership; culture juste; attentes en matière de comportements.",{"type":372,"attrs":1866,"content":1867},{"level":628,"textAlign":1758},[1868],{"text":1869,"type":304,"marks":1870},"Livre blanc de l'IHI sur la sécurité des patients (2006)",[1871],{"type":307},{"type":15,"attrs":1873,"content":1874},{"textAlign":1758},[1875],{"text":1876,"type":304},"Stratégie et buts en matière de sécurité des patients; communication avec les hauts dirigeants et sensibilisation (p. ex. visites des patients); mobilisation des partenaires (conseil d'administration, dirigeants, médecins, personnel, patients/familles) autour de la sécurité des patients; mise en œuvre d'une culture « juste »; accent sur la révision des processus/l'amélioration de la fiabilité (p. ex. normalisation basée sur des données probantes, facteurs humains); responsabilisation des dirigeants/gestionnaires/employés (p. ex. en matière de signalement d'incidents liés à la sécurité, processus fiables/« travail quotidien ») et mesures incitatives harmonisées en matière de sécurité des patients; infrastructure de sécurité des patients (personnel et comités); évaluation de la culture de sécurité des patients; mesure et suivi de la sécurité des patients (p. ex. mortalité, outils déclencheurs); soutien aux patients et familles victimes d'erreurs.",{"type":372,"attrs":1878,"content":1879},{"level":628,"textAlign":1758},[1880],{"text":1881,"type":304,"marks":1882},"Livre blanc de l'IHI – Sept points d'intervention en matière de leadership (2008)",[1883],{"type":307},{"type":15,"attrs":1885,"content":1886},{"textAlign":1758},[1887],{"text":1888,"type":304},"Buts au niveau du système; stratégie réalisable; vigilance des dirigeants; patients et familles; chef de la direction financière désigné champion de la qualité; mobilisation des médecins; renforcement des capacités.",{"type":372,"attrs":1890,"content":1891},{"level":628,"textAlign":1758},[1892],{"text":1893,"type":304,"marks":1894},"Livre blanc de l'IHI – Leadership à forte incidence (2013)",[1895],{"type":307},{"type":15,"attrs":1897,"content":1898},{"textAlign":1758},[1899],{"text":1900,"type":304},"Services axés sur la personne (p. ex. mobilisation/témoignages des patients); mobilisation aux premières lignes (p. ex. présence régulière de dirigeants aux premières lignes, champion visible, projets pilotes); efforts incessants (p. ex. discuter de la vision tous les jours; intégrer les initiatives hautement prioritaires dans l'horaire; affecter des ressources); transparence; renforcement de la volonté de s'améliorer (p. ex. transmettre et donner l'exemple des comportements souhaités, ouverture, réaction rapide aux comportements indésirables); absence de limites (p. ex. pensée systémique, récupération d'idées d'autres organisations et partenariats avec celles-ci).",{"type":372,"attrs":1902,"content":1903},{"level":628,"textAlign":1758},[1904],{"text":1905,"type":304,"marks":1906},"Livre blanc de l'IHI – Maintien des améliorations (2016)",[1907],{"type":307},{"type":15,"attrs":1909,"content":1910},{"textAlign":1758},[1911],{"text":1912,"type":304},"Contrôle de la qualité, amélioration, culture; normalisation; responsabilisation (normes); gestion visuelle; résolution de problèmes; indexation; intégration; établissement des priorités; travail quotidien; politiques; transparence; confiance.",{"type":372,"attrs":1914,"content":1915},{"level":628,"textAlign":1758},[1916],{"text":1917,"type":304,"marks":1918},"Livre blanc de l'IHI – Un cadre de soins sécuritaires, fiables et efficaces (2017)",[1919],{"type":307},{"type":15,"attrs":1921,"content":1922},{"textAlign":1758},[1923],{"text":1924,"type":304},"Leadership; sécurité psychologique; responsabilité (comportement sécuritaire et respectueux); travail d'équipe et communication; négociation; apprentissage continu; amélioration et mesures; fiabilité; transparence.",{"type":372,"attrs":1926,"content":1927},{"level":628,"textAlign":1758},[1928],{"text":1929,"type":304,"marks":1930},"Concepts clés",[1931],{"type":307},{"type":1358,"content":1933},[1934,1945,1956,1967,1978,1989,1996,2007,2018,2029,2040,2051,2062,2073],{"type":1361,"content":1935},[1936],{"type":15,"attrs":1937,"content":1938},{"textAlign":102},[1939,1943],{"text":1940,"type":304,"marks":1941},"Science de la sécurité :",[1942],{"type":307},{"text":1944,"type":304}," s'intéresse aux facteurs contributifs et aux causes sous-jacentes du risque et des préjudices, y compris les erreurs et les facteurs humains. Elle inclut de nombreuses disciplines qui ne sont habituellement pas considérées comme faisant partie des soins de santé. Elle reconnaît l'importance fondamentale de la conception de système pour susciter certains comportements au sein de la main-d'œuvre. Dans d'autres industries, comme l'aviation, les experts en matière de sécurité reconnaissent que l'erreur humaine doit être attendue, prévue, et que ses répercussions doivent être atténuées. La science de la sécurité et l'ingénierie des facteurs humains sont utilisées pour concevoir des systèmes visant à prévenir les erreurs et à atténuer les préjudices causés par les erreurs (Berwick et coll., 2015).",{"type":1361,"content":1946},[1947],{"type":15,"attrs":1948,"content":1949},{"textAlign":102},[1950,1954],{"text":1951,"type":304,"marks":1952},"Science de l'application :",[1953],{"type":307},{"text":1955,"type":304}," complète la science de la sécurité des patients; met l'accent sur la définition et la mise en œuvre d'importantes pratiques et de précieuses leçons apprises ainsi que sur la transposition et la mise à l'échelle d'initiatives à l'échelle de l'organisation et du système (Berwick et coll., 2015).",{"type":1361,"content":1957},[1958],{"type":15,"attrs":1959,"content":1960},{"textAlign":102},[1961,1965],{"text":1962,"type":304,"marks":1963},"Une culture juste :",[1964],{"type":307},{"text":1966,"type":304}," une culture qui reconnaît que les praticiens individuels ne devraient pas être tenus responsables de défaillances du système sur lesquelles ils n'ont aucun contrôle. Une culture juste reconnaît que bien des erreurs individuelles ou « actives » reflètent des interactions prévisibles entre l'humain et le système dans lequel celui-ci évolue. Une culture juste ne tolère pas le mépris conscient de risques évidents pour les patients et d'inconduites graves (Berwick et coll., 2015).",{"type":1361,"content":1968},[1969],{"type":15,"attrs":1970,"content":1971},{"textAlign":102},[1972,1976],{"text":1973,"type":304,"marks":1974},"Sécurité psychologique :",[1975],{"type":307},{"text":1977,"type":304}," caractérise un environnement où chacun peut : poser des questions sans crainte d'être ridiculisé; solliciter des commentaires sans paraître incompétent; exprimer des critiques respectueuses sans paraître négatif; proposer des idées novatrices sans être perçu comme perturbateur (Frankel, 2017).",{"type":1361,"content":1979},[1980],{"type":15,"attrs":1981,"content":1982},{"textAlign":102},[1983,1987],{"text":1984,"type":304,"marks":1985},"Santé et sécurité du personnel :",[1986],{"type":307},{"text":1988,"type":304}," un personnel ne subissant pas de préjudices physiques dans le cadre de son travail quotidien est un élément précurseur à l'offre de soins de grande qualité (Perlo, 2017).",{"type":1361,"content":1990},[1991],{"type":15,"attrs":1992,"content":1993},{"textAlign":102},[1994],{"text":1995,"type":304},"Mobilisation des patients et des familles : reconnue comme un secteur d'intérêt majeur dans le domaine de la sécurité des patients et de la qualité des soins; la mobilisation se fait à trois niveaux : soins directs (diagnostic, décisions relatives au traitement, suivi), conception de l'organisation et gouvernance (planification, conseils consultatifs composés de patients, projets d'amélioration de la qualité) et élaboration des politiques (santé publique, priorités en matière de recherche, allocation des ressources) (Carman, 2013).",{"type":1361,"content":1997},[1998],{"type":15,"attrs":1999,"content":2000},{"textAlign":102},[2001,2005],{"text":2002,"type":304,"marks":2003},"Comportements perturbateurs :",[2004],{"type":307},{"text":2006,"type":304}," tout comportement traduisant un manque de respect pour d'autres ou toute interaction interpersonnelle nuisant à la prestation de soins aux patients; ces comportements constituent une menace pour la sécurité des patients (AHRQ PS Net, 2017).",{"type":1361,"content":2008},[2009],{"type":15,"attrs":2010,"content":2011},{"textAlign":102},[2012,2016],{"text":2013,"type":304,"marks":2014},"Fiabilité et résilience élevées :",[2015],{"type":307},{"text":2017,"type":304}," les organisations fiables/consciencieuses : sont attentives aux échecs (à l'affût de faibles signaux d'échec et non seulement en quête de succès); sont réticentes à simplifier les interprétations (reconnaissance de la complexité); sont sensibles aux activités (conscience de la réalité vécue aux premières lignes); prennent un engagement à l'égard de la résilience (agir rapidement en cas de problème, p. ex. la détérioration de l'état d'un patient); et s'en remettent aux experts (plutôt qu'aux autorités) (Weick et Sutcliffe, 2015).",{"type":1361,"content":2019},[2020],{"type":15,"attrs":2021,"content":2022},{"textAlign":102},[2023,2027],{"text":2024,"type":304,"marks":2025},"Mesure de la sécurité des patients : ",[2026],{"type":307},{"text":2028,"type":304},"cinq dimensions : préjudices antérieurs (incidents, mortalité); fiabilité (conformité); sensibilité aux activités (visites sur le terrain, niveaux de dotation, indexation); anticipation et préparation (répertoires des risques, pointage de la culture de la sécurité, absentéisme); intégration et apprentissage (alertes automatiques, tableaux de bord à l'intention des administrateurs) (Vincent, 2016).",{"type":1361,"content":2030},[2031],{"type":15,"attrs":2032,"content":2033},{"textAlign":102},[2034,2038],{"text":2035,"type":304,"marks":2036},"Leadership de première ligne/leadership partagé :",[2037],{"type":307},{"text":2039,"type":304}," reconnu comme un facteur clé de changement dans le domaine des soins de santé; des chefs de file locaux traduisent les priorités et les valeurs des hauts dirigeants en gestes concrets au niveau microsystémique; exerce une grande influence sur la culture qui règne dans les différents services et sur les processus d'apprentissage (IHI, 2016).",{"type":1361,"content":2041},[2042],{"type":15,"attrs":2043,"content":2044},{"textAlign":102},[2045,2049],{"text":2046,"type":304,"marks":2047},"Leadership des médecins :",[2048],{"type":307},{"text":2050,"type":304}," reconnu comme un facteur clé de changement dans le domaine des soins de santé; six stratégies pour mobiliser les médecins : établir un but commun; redéfinir les valeurs et les croyances; segmenter le plan de mobilisation; appliquer des méthodes d'amélioration motivantes; faire preuve de courage; adopter un style stimulant (Reinertsen, 2007).",{"type":1361,"content":2052},[2053],{"type":15,"attrs":2054,"content":2055},{"textAlign":102},[2056,2060],{"text":2057,"type":304,"marks":2058},"Mobilisation du personnel :",[2059],{"type":307},{"text":2061,"type":304}," une main-d'œuvre joyeuse et mobilisée nécessite : une sécurité physique et psychologique; un sens et un but; la possibilité de faire des choix et de l'autonomie; de la reconnaissance et des récompenses; une gestion participative; un esprit de camaraderie et un travail d'équipe; des améliorations quotidiennes; du bien-être et de la résilience; des mesures en temps réel (Perlo, 2017).",{"type":1361,"content":2063},[2064],{"type":15,"attrs":2065,"content":2066},{"textAlign":102},[2067,2071],{"text":2068,"type":304,"marks":2069},"Travail d'équipe et communication :",[2070],{"type":307},{"text":2072,"type":304}," les lacunes en matière de communication et de travail d'équipe sont souvent considérées comme des facteurs contribuant à de nombreux incidents liés à la sécurité des patients. Les équipes solides où les membres suivent une formation commune et appliquent des pratiques de communication établies et fiables affichent une performance supérieure en matière de sécurité des patients (Baker, 2015).",{"type":1361,"content":2074},[2075],{"type":15,"attrs":2076,"content":2077},{"textAlign":102},[2078,2082],{"text":2079,"type":304,"marks":2080},"Normalisation/harmonisation à l'échelle de l'industrie :",[2081],{"type":307},{"text":2083,"type":304}," Dans d'autres industries à risque élevé, l'harmonisation à l'échelle du secteur des grandes priorités ainsi que des normes et de la réglementation nationales et internationales en matière de pratiques et de technologies ayant des répercussions majeures sur la sécurité constitue également un facteur clé (Dixon-Woods, 2016; Berwick et coll., 2015).",{"type":372,"attrs":2085,"content":2086},{"level":628,"textAlign":1758},[2087],{"text":2088,"type":304,"marks":2089},"Analyse de l'environnement",[2090],{"type":307},{"type":15,"attrs":2092,"content":2093},{"textAlign":1758},[2094,2096,2104],{"text":2095,"type":304},"Baker R. ",{"text":2097,"type":304,"marks":2098},"Effective governance of quality and patient safety: a toolkit for healthcare board members and senior leaders",[2099,2103],{"type":387,"attrs":2100},{"href":2101,"uuid":102,"anchor":102,"custom":2102,"target":542,"linktype":390},"http://ihpme.utoronto.ca/wp-content/uploads/2015/11/Beyond-the-Quick-Fix-Baker-2015.pdf",{},{"type":323},{"text":2105,"type":304},", 2010.",{"type":15,"attrs":2107,"content":2108},{"textAlign":1758},[2109,2110,2114,2116,2120],{"text":2095,"type":304},{"text":2111,"type":304,"marks":2112},"Beyond the quick fix – strategies ",[2113],{"type":323},{"text":2115,"type":304},"for improving ",{"text":2117,"type":304,"marks":2118},"patient safety",[2119],{"type":323},{"text":2121,"type":304},". Institute of Health Policy, Management and Evaluation, Université de Toronto, 2015.",{"type":15,"attrs":2123,"content":2124},{"textAlign":1758},[2125,2127,2134,2136,2140,2142,2147],{"text":2126,"type":304},"Baker R., P. Norton et coll. « The ",{"text":2128,"type":304,"marks":2129},"Canadian Adverse Events Study: the incidence of adverse events among hospital patients in Canada",[2130],{"type":387,"attrs":2131},{"href":2132,"uuid":102,"anchor":102,"custom":2133,"target":542,"linktype":390},"http://onlinelibrary.wiley.com/doi/10.1111/j.1547-5069.2009.01330.x/abstract",{},{"text":2135,"type":304}," », ",{"text":2137,"type":304,"marks":2138},"CMAJ",[2139],{"type":323},{"text":2141,"type":304},", vol. 170, n",{"text":2143,"type":304,"marks":2144},"o",[2145],{"type":2146},"superscript",{"text":2148,"type":304}," 11 (2004), p. 1678-1686.",{"type":15,"attrs":2150,"content":2151},{"textAlign":1758},[2152,2154,2161],{"text":2153,"type":304},"BC Patient Safety and Quality Council. ",{"text":2155,"type":304,"marks":2156},"Culture change toolbox",[2157,2160],{"type":387,"attrs":2158},{"href":2101,"uuid":102,"anchor":102,"custom":2159,"target":542,"linktype":390},{},{"type":323},{"text":2162,"type":304},", 2013.",{"type":15,"attrs":2164,"content":2165},{"textAlign":1758},[2166,2168,2175],{"text":2167,"type":304},"Berwick D., K. Shojania et coll. ",{"text":2169,"type":304,"marks":2170},"Free from harm: accelerating patient safety improvement fifteen years after To Err Is Human",[2171,2174],{"type":387,"attrs":2172},{"href":2173,"uuid":102,"anchor":102,"custom":102,"target":542,"linktype":390},"https://www.ihi.org/resources/Pages/Publications/Free-from-Harm-Accelerating-Patient-Safety-Improvement.aspx",{"type":323},{"text":2176,"type":304},", National Patient Safety Foundation, 2015.",{"type":15,"attrs":2178,"content":2179},{"textAlign":1758},[2180,2182,2186],{"text":2181,"type":304},"Berwick D. et D. Feely. 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Cet outil fondé sur la pratique favorise une mobilisation concrète au sein d’un établissement.",{"_uid":3019,"link":3020,"image":3027,"title":3029,"component":2921,"description":3030},"d860ec11-1beb-4495-9fbd-72b40e36f072",[3021],{"_uid":3022,"link":3023,"label":3026,"component":2989},"5586d99e-2a08-4c2e-95a4-8531272af370",{"id":3024,"url":16,"linktype":340,"fieldtype":341,"cached_url":3025,"prep":343},"c9d3fb04-5c3e-4692-9d7b-55c4a8f44574","/fr/resources/a-journey-we-walk-together-strengthening-indigenous-cultural-competency-in-health-organizations","Cheminer ensemble",{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":3028},{},"Cheminer ensemble : renforcer la compétence culturelle autochtone dans les organismes de santé",{"type":12,"content":3031},[3032],{"type":15,"attrs":3033,"content":3034},{"textAlign":102},[3035],{"text":3036,"type":304},"La compétence culturelle autochtone est essentielle à la prestation de services sécuritaires et de qualité. Pour qu’un organisme arrive à accroître sa compétence culturelle, ses employés doivent développer cette compétence et être soutenus par des structures réfléchies et des processus efficaces. Déterminez l’étape à laquelle votre organisme se trouve dans le développement de la compétence culturelle et réfléchissez aux mesures à prendre pour améliorer les structures et les processus en vue de l’obtention de meilleurs résultats.",{"_uid":3038,"link":3039,"image":3047,"title":3049,"component":2921,"description":3050},"53e32a98-ff18-4167-a3a5-e998f4f7bd4a",[3040],{"_uid":3041,"file":3042,"component":2917},"b1b4481f-6ee2-46ce-b8c0-951553e3a484",{"id":3043,"alt":3044,"name":16,"focus":16,"title":3044,"source":16,"filename":3045,"copyright":16,"fieldtype":287,"meta_data":3046,"is_external_url":274},114291357046669,"20221013 Cqpsevaluation Execsummary FR","https://a-ca.storyblok.com/f/850807391887861/ac7cf8b8c4/20221013-cqpsevaluation-execsummary-fr.pdf",{},{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":3048},{},"Évaluation du Cadre canadien sur la qualité des soins et la sécurité des patients ",{"type":12,"content":3051},[3052],{"type":15,"attrs":3053,"content":3054},{"textAlign":102},[3055],{"text":3056,"type":304},"Voyez comment les organismes se servent du Cadre canadien sur la qualité des soins et la sécurité des patients pour améliorer la sécurité de leurs soins.","Ressources pour les prestataires de soins de santé et les leaders","ressources-redirection",{"type":12,"content":3060},[3061,3066,3071],{"type":15,"attrs":3062,"content":3063},{"textAlign":102},[3064],{"text":3065,"type":304},"Quand les travailleurs de la santé, les patients, les résidents, les clients et les proches aidants, aussi nommés « partenaires de soins essentiels », se font un point d’honneur de parler sécurité et d’en tirer des enseignements, les résultats et l’expérience peuvent s’améliorer pour tout le monde.",{"type":15,"attrs":3067,"content":3068},{"textAlign":102},[3069],{"text":3070,"type":304},"Les discussions sur la sécurité sont essentielles à une culture proactive de la sécurité des patients.  On parle ici d’une discussion respectueuse entre au moins deux personnes qui organisent, prodiguent, cherchent ou reçoivent des soins. Elles aident à comprendre ce que le préjudice – sans oublier le sentiment et le climat de sécurité – représente pour toutes les personnes concernées. Sans être un « projet de plus », ces discussions peuvent vous aider à améliorer vos façons de faire.",{"type":15,"attrs":3072,"content":3073},{"textAlign":102},[3074],{"text":3075,"type":304},"Elles s’inscrivent dans un changement de culture propulsé par l’idée que la sécurité du personnel va de pair avec celle des patients et que la collaboration entre les patients, les résidents, les clients, les partenaires de soins essentiels et les travailleurs de la santé a une grande valeur.",{"_uid":3077,"items":3078,"title":3126,"component":3058,"description":3127},"ee476bf4-d263-4e10-bd9b-bc056385bb33",[3079,3095,3112],{"_uid":3080,"link":3081,"image":3086,"title":2946,"component":2921,"description":3088},"ac73bca2-8dfd-43aa-9fc8-850ddef5805f",[3082],{"_uid":3083,"file":3084,"component":2917},"5d8cf245-5eae-493e-8864-139927f5b8dd",{"id":2940,"alt":2941,"name":16,"focus":16,"title":2941,"source":16,"filename":2942,"copyright":16,"fieldtype":287,"meta_data":3085,"is_external_url":274},{},{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":3087},{},{"type":12,"content":3089},[3090],{"type":15,"attrs":3091,"content":3092},{"textAlign":102},[3093],{"text":3094,"type":304},"Ces discussions contribuent à votre sécurité et à celle de vos proches. Découvrez comment vous préparer aux discussions sur la sécurité avec votre prestataire de soins de santé.",{"_uid":3096,"link":3097,"image":3102,"title":3104,"component":2921,"description":3105},"654cc961-ab31-4bfe-a900-b6f7b2026251",[3098],{"_uid":3099,"file":3100,"component":2917},"da2df6b3-0749-432d-89ed-93e060f1d073",{"id":2963,"alt":2964,"name":16,"focus":16,"title":2964,"source":16,"filename":2965,"copyright":16,"fieldtype":287,"meta_data":3101,"is_external_url":274},{},{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":3103},{},"Affiches « Qu’est-ce qui vous donne un sentiment de sécurité? » ",{"type":12,"content":3106},[3107],{"type":15,"attrs":3108,"content":3109},{"textAlign":102},[3110],{"text":3111,"type":304},"Transmettez ces affiches à votre prestataire de soins de santé pour créer un espace propice aux discussions sur la sécurité.",{"_uid":3113,"link":3114,"image":3118,"title":2992,"component":2921,"description":3120},"ce5f6a76-4f06-4cd3-91e7-68f30f2c76fc",[3115],{"_uid":3116,"link":3117,"label":2988,"component":2989},"ac3f10df-106e-474c-bfc4-08e4242a3c9e",{"id":2986,"url":16,"linktype":340,"fieldtype":341,"cached_url":2987,"prep":343},{"id":102,"alt":102,"name":16,"focus":102,"title":102,"source":102,"filename":16,"copyright":102,"fieldtype":287,"meta_data":3119},{},{"type":12,"content":3121},[3122],{"type":15,"attrs":3123,"content":3124},{"textAlign":102},[3125],{"text":2999,"type":304},"Ressources pour les patients, résidents, clients et proches aidants",{"type":12,"content":3128},[3129,3134,3139,3143],{"type":15,"attrs":3130,"content":3131},{"textAlign":102},[3132],{"text":3133,"type":304},"Quand les travailleurs de la santé, les patients, les résidents, les clients et les proches aidants, aussi nommés « partenaires de soins essentiels », se font un point d’honneur de parler sécurité et d’en tirer des enseignements, les résultats et l’expérience peuvent s’améliorer pour tout le monde. ",{"type":15,"attrs":3135,"content":3136},{"textAlign":102},[3137],{"text":3138,"type":304},"Les discussions sur la sécurité permettent aux prestataires, aux patients, aux résidents, aux clients et aux partenaires de soins essentiels de contribuer ouvertement à la sécurité des soins.",{"type":15,"attrs":3140,"content":3141},{"textAlign":102},[3142],{"text":3075,"type":304},{"type":15,"attrs":3144,"content":3145},{"textAlign":102},[3146],{"text":3147,"type":304},"Utilisez ces outils et ressources, ou transmettez-les à vos partenaires de soins essentiels, pour participer aux discussions indispensables à la sécurité de vos proches et de vous-même. ",[141,127,120,148],[183,190,198],"press-play-on-safety-conversations","fr/ressources/securite-lancez-la-discussion",-14230,[],{"parent_slug":424,"umbraco_path":3155,"umbraco_uuid":3156},"/HealthcareExcellenceCanada/Resources/PressPlayOnSafetyConversations","48f09e37-c1a2-4600-9fbb-8fd3dfe53502","c3d322b8-e9bf-4e2a-88d6-8a2d8e635458","2025-11-18T19:00:24.818Z",[],"resources/press-play-on-safety-conversations",[3162],{"path":3163,"name":2842,"lang":451,"published":343},"ressources/securite-lancez-la-discussion",[],[],1775144401100]