Cartografando (en)(con)tros na atenção psicossocial: engendrando redes de trabalho afetivo na gestão.

Abstract

This study analyzed the affectionate networks of managers within psychosocial attention. It was a qualitative research, cartography of analysis of affectionate networks of managers of the health services in a city of Rio Grande do Sul. Data were collected in May 2010 through observation, field diary records and interviews. In the cartographic construction we chose to create two scenes. The first scene was “Spaces of collegiate management: the SAIS production of the house and the Collegiate Manager” are meeting spaces “between” health manager of the city where are produced meetings of first, second and third gender. There is a production of care under the freedom to produce powerful changes in psychosocial care. In the second scene: “The legalization and psychosocial care production meetings”. The meetings are constituted "between" network managers concerning health, and "with" other spheres of power, the judiciary. This movement allows receive the different and produce diversified actions engendering an affectionate network that is able to produce other networks. It is understood, this movement to the line of flight, of networks building, such as a possible movement produced by the experience by previous meetings, between health managers, as this network requires an even greater rift than that composed by the same, because it requires approximate to the other, to establish meeting of first and second order, to establish community zones capable to produce care, different and resolutive. This cartographic experimentation led to know motivated managers, creative, militants, who have constituted these mental health services at other times in their lives as workers, and that makes up part of the political and social movements of the city in order to recreate constant movements of rupture/capture, deterritorialization/ reterritorialization that potentize the psychosocial care through a construction of collective subjectivities. However, changes need to be made, and these changes depend on the ability of these networks remain flexible, and vibrant in the reflection and in the collective construction of these managers. It is about embracing the chaos and the difference and takes the complexity, to recognize and exploit in the other so many powers so as to ourselves, is to empower mutually ourselves through affectionate networks.