The development of transversal competence of health service managers.

In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.

The development of transversal competence of health service managers / O desenvolvimento da competência transversal dos gestores de serviços de saúde

ABSTRACT In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.

RESUMO Em seus projetos pedagógicos, os cursos de gestão de saúde privilegiam a multidisciplinaridade, interdisciplinaridade, integralidade e transversalidade, cujo principal mérito é problematizar as questões da saúde sob diferentes perspectivas teóricas. Analisar as questões da área da saúde a partir de diversos prismas não implica necessariamente no desenvolvimento de competências transversais. O desenvolvimento e a aplicação dessas competências pressupõem ir além da integração entre conteúdos curriculares e entre teoria e prática. Dependem de como os conhecimentos serão articulados às mudanças nos níveis organizacional, setorial e institucional e da coevolução entre essas competências e essas mudanças. Entende-se que a atuação do gestor de serviços de saúde é efetivamente transversal quando: (i) atua nas fronteiras organizacionais, fomentando a interação entre as organizações e outros atores do sistema; (ii) provê (e recebe) feedbacks para esses (desses) atores; e (iii) esses feedbacks auxiliam os tomadores de decisão a empreender mudanças organizacionais, de modo a responder ao ambiente e a moldá-lo.