Table 2. Finding’s relations to existing... | Emerald Publishing

Table 2.

Finding’s relations to existing literature of managerial strategies for resilience in health care and complex organizations

Findings from this study	Managerial strategies supporting resilience^a	Complexity leadership^b
Adjusting guidelines to local context New procedures and practices New ways of recruiting and organize staff Reorganization of resources	Adaptations/adjustments	Generative leadership
Ensure contact between residents and next-of-kin Leaders prioritized being available for staff Adapting practices to available resources	Trade-offs	Administrative leadership
Used students as buffer resources Training and educating staff Improving cleaning procedures Using new software for information transfer and coordination of care Reevaluate practices, making care more efficient	Improving system performance	Administrative leadership
Constantly updating and disseminating new guidelines Keeping updated of resident’s movements Keeping updated on available staff	Monitoring	Information gathering
Initiate plans before the pandemic hit Norway, based on information from China Developing scenarios as proactive activities Making plans for available resources (staff, infection control equipment) Providing easy access to infection material Establish a COVID team	Anticipation	Information using leadership
Providing access of COVID information to staff Translation of new information to staff to ease understanding Used situated understanding to evaluate risk for each patient	Sensemaking	Information using leadership
Learning from what goes well Frequent interaction among leaders Leaders were present at the front-line Collaboration across departments	Availability and collaboration	Community building

Findings from this study	Managerial strategies supporting resilience^a	Complexity leadership^b
Adjusting guidelines to local contextNew procedures and practicesNew ways of recruiting and organize staffReorganization of resources	Adaptations/adjustments	Generative leadership
Ensure contact between residents and next-of-kinLeaders prioritized being available for staffAdapting practices to available resources	Trade-offs	Administrative leadership
Used students as buffer resourcesTraining and educating staffImproving cleaning proceduresUsing new software for information transfer and coordination of careReevaluate practices, making care more efficient	Improving system performance	Administrative leadership
Constantly updating and disseminating new guidelinesKeeping updated of resident’s movementsKeeping updated on available staff	Monitoring	Information gathering
Initiate plans before the pandemic hit Norway, based on information from ChinaDeveloping scenarios as proactive activitiesMaking plans for available resources (staff, infection control equipment)Providing easy access to infection materialEstablish a COVID team	Anticipation	Information using leadership
Providing access of COVID information to staffTranslation of new information to staff to ease understandingUsed situated understanding to evaluate risk for each patient	Sensemaking	Information using leadership
Learning from what goes wellFrequent interaction among leadersLeaders were present at the front-lineCollaboration across departments	Availability and collaboration	Community building

Notes:

^aBased on Ree et al. (2021), ^bBased on Hazy and Uhl-Bien (2015)