tetano
Editor, Senior Moderator
BMC Health Serv Res
. 2024 Jul 16;24(1):817.
doi: 10.1186/s12913-024-11197-4. How well prepared are hospitals for future crises? Board members perceive their hospitals as resilient for acute crises
Caroline Schlinkert[SUP] 1 [/SUP], Laura Muns[SUP] 2 [/SUP], Lilian van Tuyl[SUP] 3 [/SUP], Cordula Wagner[SUP] 3 2 [/SUP]
Affiliations Affiliations
Resilience is an organizational capacity in day-to-day practice and crisis situation performance. A one of a kind crisis for hospitals is the COVID-19 pandemic. The long duration and magnitude of this crisis offers the opportunity to gain insight into the complexity of crisis management and organizational resilience of hospitals. This interview study therefore explored the organizational resilience of Dutch hospitals during the first 14 months of the COVID-19 pandemic. Nine board members of nine Dutch hospitals were interviewed by means of a semi-structured interview that was built on thirteen indicators of organizational resilience. The results showed that board members considered their hospitals as resilient on almost all indicators. Their judgments varied about how prepared and ready for future crises they considered their hospital. According to board members, hospitals are mainly prepared for "acute" short-term crises, thanks to good crisis leadership, open communication and strong networks. A crisis as long as the COVID-19 pandemic was unprecedented and therefore more difficult to deal with. In between the infection waves, work processes were reflected upon to learn, anticipate and respond more smoothly to successive waves. However, the enduring nature of the COVD-19 crisis presented complex organizational challenges. Crisis operations were eventually scaled down and hospitals had to manage the crisis and regular care as two companies side by side. Each crisis manifests differently. Fostering trust in healthcare staff and allowing them to act autonomously during crises, while diligently monitoring external influences and potential future crises, are therefore paramount in developing organizational adaptive capacities.
Keywords: Complex adaptive system; Crisis management; Patient safety; Quality of care; Resilience.
. 2024 Jul 16;24(1):817.
doi: 10.1186/s12913-024-11197-4. How well prepared are hospitals for future crises? Board members perceive their hospitals as resilient for acute crises
Caroline Schlinkert[SUP] 1 [/SUP], Laura Muns[SUP] 2 [/SUP], Lilian van Tuyl[SUP] 3 [/SUP], Cordula Wagner[SUP] 3 2 [/SUP]
Affiliations Affiliations
- [SUP]1[/SUP] Nivel (Netherlands institute for health services research), Otterstraat 188, 3513CR, Utrecht, The Netherlands. c.schlinkert@nivel.nl.
- [SUP]2[/SUP] VUmc University Medical Centre, De Boelelaan 1117, 1081HV, Amsterdam, The Netherlands.
- [SUP]3[/SUP] Nivel (Netherlands institute for health services research), Otterstraat 188, 3513CR, Utrecht, The Netherlands.
- PMID: 39014429
- PMCID: PMC11251290
- DOI: 10.1186/s12913-024-11197-4
Resilience is an organizational capacity in day-to-day practice and crisis situation performance. A one of a kind crisis for hospitals is the COVID-19 pandemic. The long duration and magnitude of this crisis offers the opportunity to gain insight into the complexity of crisis management and organizational resilience of hospitals. This interview study therefore explored the organizational resilience of Dutch hospitals during the first 14 months of the COVID-19 pandemic. Nine board members of nine Dutch hospitals were interviewed by means of a semi-structured interview that was built on thirteen indicators of organizational resilience. The results showed that board members considered their hospitals as resilient on almost all indicators. Their judgments varied about how prepared and ready for future crises they considered their hospital. According to board members, hospitals are mainly prepared for "acute" short-term crises, thanks to good crisis leadership, open communication and strong networks. A crisis as long as the COVID-19 pandemic was unprecedented and therefore more difficult to deal with. In between the infection waves, work processes were reflected upon to learn, anticipate and respond more smoothly to successive waves. However, the enduring nature of the COVD-19 crisis presented complex organizational challenges. Crisis operations were eventually scaled down and hospitals had to manage the crisis and regular care as two companies side by side. Each crisis manifests differently. Fostering trust in healthcare staff and allowing them to act autonomously during crises, while diligently monitoring external influences and potential future crises, are therefore paramount in developing organizational adaptive capacities.
Keywords: Complex adaptive system; Crisis management; Patient safety; Quality of care; Resilience.