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Psychosocial risks increase when work is hindered or even prevented, with no subsequent discussion on work issues or without allowing satisfactory solutions to be found. This may be the case when managers do not benefit from conditions that are essential to the exercise of their function and have difficulty doing their job. Understanding the origin of these difficulties and seeking to remedy them can then become the best way to reduce the psychosocial risks to which employees are exposed. This is the idea that we develop in this article, based on our intervention in a non-profit organization managing a medico-social facility. This intervention was requested by the facility's Social and Economic Committee (CSE), which had noted an accumulation of complaints from employees since the implementation of a new organization. Based on the analyses carried out during this intervention, several origins of the managers' difficulties were highlighted, some of which were of a relatively general nature in relation to the managerial function, while others were more specifically linked to the organizational context of the facility. Following these analyses, an action plan was drawn up by a number of the facility's actors. But above and beyond said action plan, the results of these analyses led us to propose more general measures to improve working conditions for managers. [ABSTRACT FROM AUTHOR]

While according to their political name so-called quality of working life (QWL) approaches are described as seeking an alliance between economic performance and social performance, they still give rise to a number of reservations. Indeed, if QWL is not to be just another "lexical shift" in the field of mental health at work (Clot, 2019), it is necessary to seriously consider the question of the methodologies to be developed in order for it to respond "to the socio-organisational problems that arise in the life of the company [...] and not to be an overhang constituting yet another project to be added [...]" (our translation, Levet, 2013, p. 104). In this perspective, the objective of this article is to present a methodology based on organisational innovations generated from transitional activities that are sources of creativity and health (West & Far, 1990; Winnicott, 1999/1948; Lhuilier & Roche, 2009). This approach, known as transitional innovation, specifically aims at overcoming the difficulty of moving from diagnosis to sustainable transformation and at accompanying the actors through the trials and tribulations of the process. It was tested for the first time in an occupational health department that was to intervene in a higher education institute that was experiencing major psychosocial problems. The analysis of its results made it possible to observe transformations in the organisation and work situations and their sustainability one year after the end of the scheme. [ABSTRACT FROM AUTHOR]