Abstract
The Unified Health System is grounded on the assumptions of collective work, cross-sectional relationships, and the sharing of knowledge and practices. However, these principles find are difficult to implement in the face of the biomedical model and the dismantling of public health in recent years. Therefore, this work aimed to analyze the relationships between professionals from a municipal management team and health service professionals. Hence, seven focus groups were held with management professionals and workers and directors of health services, a total of 100 subjects. The groups’ transcriptions composed a corpus that was subjected to lexical analysis of the descending hierarchical classification type with the support of Iramuteq software creating five classes: “Service Day-to-Day,” “Management-Service Relationship Metaphors,” “Management Day-to-Day,” “Building Together?,” and “Management and Service Relationship.” The management-service relationship is marked by ambiguities. Sometimes it is perceived as distant, and the management professionals considered as those who plan and decide and the services professionals as those who perform. Other times it is seen as a place of joint construction of collective projects around a system that works. This affirms the discussion of a hybridism between the dominant paradigm and the emerging paradigm. The latter with the intention of including in the list of daily health practices a look at the subjectivities present and the perspective of building cross-sectional relationships among the various social actors, demanding spaces that potentiate collectives capable of promoting co-management.
Keywords:
Health Management; Health Services; Unified Health System
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