Abstract
PurposeTo discuss how managers contribute in promoting resilience in healthcare, and to suggest a model of managers' role in supporting resilience and elaborate on how future research and implementation studies can use this to further operationalize the concept and promote healthcare resilience.Design/methodology/approachThe authors first provide an overview of and discuss the main approaches to healthcare resilience and research on management and resilience. Second, the authors provide examples on how managers work to promote healthcare resilience during a one-year Norwegian longitudinal intervention study following managers in nursing homes and homecare services in their daily quality and safety work. They use this material to propose a model of management and resilience.FindingsThe authors consider managerial strategies to support healthcare resilience as the strategies managers use to engage people in collaborative and coordinated processes that adapt, enhance or reorganize system functioning, promoting possibilities of learning, growth, development and recovery of the healthcare system to maintain high quality care. The authors’ model illustrates how managers influence the healthcare systems ability to adapt, enhance and reorganize, with high quality care as the key outcome.Originality/valueIn this study, the authors argue that managerial strategies should be considered and operationalized as part of a healthcare system's overall resilience. They propose a new model of managers' role in supporting resilience to be used in practice, interventions and future research projects.
Highlights
Managers play a significant role in quality and patient safety work and are essential in building a sound patient safety culture
The previously published papers explore the influence of contextual factors in quality and safety work (Ree et al, 2019), challenges in quality and safety work (Johannessen et al, 2020), reflexive spaces as key for resilience in healthcare (Wiig et al, 2020a), the role of transformational leadership for patient safety culture (Ree and Wiig, 2019b; Seljemo et al, 2020), and how managers use and experience the SAFE-LEAD guide in their quality work (Ree et al, 2020a)
The studies show that patient safety culture was a strong predictor for employees’ overall perceptions of patient safety (Ree and Wiig, 2019a) and for person-centered care (Ree, 2020) in nursing homes and homecare services. These findings indicate the mutual relationship between leadership, patient safety culture, and person-centered care
Summary
Managers play a significant role in quality and patient safety work and are essential in building a sound patient safety culture. The previously published papers explore the influence of contextual factors in quality and safety work (Ree et al, 2019), challenges in quality and safety work (Johannessen et al, 2020), reflexive spaces as key for resilience in healthcare (Wiig et al, 2020a), the role of transformational leadership for patient safety culture (Ree and Wiig, 2019b; Seljemo et al, 2020), and how managers use and experience the SAFE-LEAD guide in their quality work (Ree et al, 2020a) It was explored how quality is conceptualized in nursing homes and homecare (Aase et al, 2020), as well as the importance of and challenges related to user involvement (Aase et al, 2020; Ree et al, 2020b). We reflect on the results from these papers from a resilient healthcare perspective, with the aim of exemplifying strategies and activities managers do that potentially support resilience in healthcare
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