摘要 : Copyright ? 2022 John Libbey Eurotext.The activity of the clinical pharmacy department has been increasing steadily over the last few years without the necessary organizational changes being undertaken. The position of clinical ph... 展开 Copyright ? 2022 John Libbey Eurotext.The activity of the clinical pharmacy department has been increasing steadily over the last few years without the necessary organizational changes being undertaken. The position of clinical pharmacist technicians was gradually discredited and was given tasks without added value, with imperfect and insufficient training. Faced with a demotivated team, we undertook to rethink this position and the role of the clinical pharmacist technicians who are the direct liaison with the care services. To carry out this project, we used a business process reengineering method integrating the support steps of the EPEHo method. This method allowed us to involve the actors from the beginning of the project. Immersion with the clinical pharmacist technicians and the care services, local management, circuit mapping, collective intelligence workshops, problem-solving approaches, visual management are the different tools we used. In the end, 3 fields were rethought in the framework of this project. We developed the reception of new clinical pharmacist technicians by communicating with the departments and the pharmacy by different means before their arrival. Training was also structured by co-constructing a training plan and an accreditation grid. Finally, integration into the care teams has been increased in the hematology and intensive care units by setting up daily stand up meetings led by the pharmacy. This collaborative ‘‘bottom-up’’ approach enabled the successful start of the transformation of a clinical pharmacist technician faced with an activity that had deteriorated over the months and for which the stakeholders were demotivated. 收起