Hippocrates — Presentation Script (simplified, ~10 min) Part 1 — Theory (1'30–2') Hi everyone. Today we're talking about something really central in HR and ergonomics: the gap between prescribed work and real work. Prescribed work is what management, clients, or leadership expect from you. It's written down in job descriptions, procedures, yearly goals. The company is supposed to give you the tools and people you need, and organize the work around that. Sometimes this is very clear, sometimes it's more implicit. Real work is different — it's what actually happens on the ground. The goals people really chase, the methods they really use, the tools and colleagues they really rely on. Every work situation has some uncertainty and unexpected stuff, so employees constantly have to make choices. Basically, working often means inventing a solution on the spot for a problem nobody planned for. There's also something called "unfinished work" — what you wanted or should have done, but couldn't. This is exactly what ergonomics studies. SELF defined it back in 1969 as the scientific study of the relationship between people and their work — using a global, multidisciplinary, participatory approach. Ergonomists look at the activity as it's really done, not as it's supposed to be done on paper. This constant gap between what's asked and what's really done has a name: regulation. It's the adjustment every employee makes, all the time, between what's demanded of them and the real constraints they're facing. To go further, we're using a model from Pierre-Yves Gomez, from his 2013 article "Rendre le travail tangible dans ses trois dimensions." Gomez says work has become invisible to managers — reduced to numbers and indicators — when really it rests on three dimensions you can't separate. First, the subjective dimension: someone is working, personally involved, looking for recognition. Second, the objective dimension: work produces a real, measurable result. Third, the collective dimension: nobody works alone, we're always part of a group we depend on, and that solidarity is worth something too. For Gomez, it's when these three dimensions line up that work creates value — and when they're unbalanced, that's when you get suffering and loss of meaning. We'll use this model as a second lens to analyze the Tsunami case. Part 2 — The Situation (1') Let's get into the case. Hippocrates follows Benjamin, a young intern, during his first real hospital experience — pretty much left on his own, with no real support, in a ward that's chronically understaffed. That's the context for the case we're focusing on: the Tsunami case, with the patient Mr. Lemoine. Benjamin gets called to deal with it even though he clearly doesn't have the training, the resources, or the support to handle it alone. That's the situation — now let's break it down using the theory. Part 3 — Theoretical Analysis (5') — the core of the presentation Let's go through the situation step by step, using prescr
Hippocrates — Presentation Script (simplified, ~10 min) Part 1 — Theory (1'30–2') Hi everyone. Today we're talking about something really central in HR and ergonomics: the gap between prescribed work and real work. Prescribed work is what management, clients, or leadership expect from you. It's written down in job descriptions, procedures, yearly goals. The company is supposed to give you the tools and people you need, and organize the work around that. Sometimes this is very clear, sometimes it's more implicit. Real work is different — it's what actually happens on the ground. The goals people really chase, the methods they really use, the tools and colleagues they really rely on. Every work situation has some uncertainty and unexpected stuff, so employees constantly have to make choices. Basically, working often means inventing a solution on the spot for a problem nobody planned for. There's also something called "unfinished work" — what you wanted or should have done, but couldn't. This is exactly what ergonomics studies. SELF defined it back in 1969 as the scientific study of the relationship between people and their work — using a global, multidisciplinary, participatory approach. Ergonomists look at the activity as it's really done, not as it's supposed to be done on paper. This constant gap between what's asked and what's really done has a name: regulation. It's the adjustment every employee makes, all the time, between what's demanded of them and the real constraints they're facing. To go further, we're using a model from Pierre-Yves Gomez, from his 2013 article "Rendre le travail tangible dans ses trois dimensions." Gomez says work has become invisible to managers — reduced to numbers and indicators — when really it rests on three dimensions you can't separate. First, the subjective dimension: someone is working, personally involved, looking for recognition. Second, the objective dimension: work produces a real, measurable result. Third, the collective dimension: nobody works alone, we're always part of a group we depend on, and that solidarity is worth something too. For Gomez, it's when these three dimensions line up that work creates value — and when they're unbalanced, that's when you get suffering and loss of meaning. We'll use this model as a second lens to analyze the Tsunami case. Part 2 — The Situation (1') Let's get into the case. Hippocrates follows Benjamin, a young intern, during his first real hospital experience — pretty much left on his own, with no real support, in a ward that's chronically understaffed. That's the context for the case we're focusing on: the Tsunami case, with the patient Mr. Lemoine. Benjamin gets called to deal with it even though he clearly doesn't have the training, the resources, or the support to handle it alone. That's the situation — now let's break it down using the theory. Part 3 — Theoretical Analysis (5') — the core of the presentation Let's go through the situation step by step, using prescr
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This analysis explores the disparity between prescribed and real work in healthcare settings, focusing on the Tsunami Case where Benjamin navigates an understaffed ward. It highlights the challenges faced by Mr. Lemoine, where demands surpass available resources, and emphasizes the importance of mapping the gap between expected and actual work. The study further examines Benjamin's adjustments, assessing their impacts on individuals and teams, ultimately advocating for enhanced regulation and...