Articlebronze2020

Resilience in action: leading for resilience in response to COVID-19

Marlys K. Christianson · Christopher G. Myers · Kathleen M. Sutcliffe

63 citations0/0 files storedBMJ Leader

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Organizational Leadership and Management Strategies Team Dynamics and Performance Supply Chain Resilience and Risk Management

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.

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References

2003Positive organizational scholarship : foundations of a new discipline 2011Managing the Unexpected 2008Learning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum 2012Understanding the (Re)Creation of Routines from Within: A Symbolic Interactionist Perspective 2017Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations 2012Changing Routines: A Process Model of Vicarious Group Learning in Pharmaceutical R&D 2017More and Less Effective Updating: The Role of Trajectory Management in Making Sense Again

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2022Leadership and Organizational Challenges, Opportunities, Resilience, and Supports during the COVID-19 Pandemic 2023Disabled at Work: Body-Centric Cycles of Meaning-Making 2021Resilience Meets Sustainable and Spiritual Background Into an Initial Review for the New Normal After the COVID-19 Pandemic 2021Positive Technology

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