Abstract
Resilience matters now more than ever in healthcare, with the COVID-19 pandemic putting healthcare providers and systems under unprecedented strain. In popular culture and everyday conversation, resilience is often framed as an individual character trait where some people are better able to cope with and bounce back from adversity than others. Research in the management literature highlights that resilience is more complicated than that – it’s not just something you have, it’s something you do. Drawing on research on managing unexpected events, coordinating under challenging conditions, and learning in teams, we distill some counter-intuitive findings about resilience into actionable lessons for healthcare leaders.
Subject
Strategy and Management,Health Policy,Leadership and Management
Reference11 articles.
1. Sutcliffe KM , Vogus TJ . Organizing for resilience. In: Cameron KS , Dutton JE , Quinn RE , eds. Positive organizational scholarship: foundations of a new discipline. San Francisco: Berrett-Koehler, 2003: 94–110.
2. Overcoming dysfunctional momentum: Organizational safety as a social achievement
3. More and less effective updating: the role of trajectory management in making sense again;Christianson;Adm Sci Q,2019
4. Huddling for high reliability and situation awareness
5. Weick KE , Sutcliffe KM . Managing the unexpected. San Francisco: Jossey-Bass, 2001.
Cited by
43 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献