Moreover we tried to facilitate the identification of sustainable work modalities for the involved parties, both in the PAR process as well as in everyday professional practice. As examples we can cite, first, the identification of spaces and times for dialogue in which difference does not become destructive (e.g. the initial decision to participate in work‐group sessions and co‐joint meetings managed by action researchers. A sign of appreciation for these moments and of the achievement of a good capacity for dialogue was the setting of times for dialogue managed by the practitioners themselves); second, the work of experimentation carried out by the PAR participants in managing communication and meetings with informal caregivers resulted in the elaboration of new management modalities for these aspects which were shared with the managers (e.g. more workable times and settings; introduction of the entry interview with both doctor and psychologist, not just the doctor). These new work practices, which were tried out during the PAR process, were then made steady and permanent by the PAR participants within the organization of the Alzheimer's Unit.