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Resilience in action: leading for resilience in response to COVID-19
  1. Michelle A Barton1,
  2. Marlys Christianson2,
  3. Christopher G Myers3,4,
  4. Kathleen Sutcliffe3,4
  1. 1 Management Department, Bentley University, Waltham, Massachusetts, USA
  2. 2 Joseph L Rotman School of Management, University of Toronto, Toronto, Ontario, Canada
  3. 3 Carey Business School, Johns Hopkins University, Baltimore, Maryland, USA
  4. 4 School of Medicine, Johns Hopkins University, Baltimore, Maryland, USA
  1. Correspondence to Dr Michelle A Barton, Bentley University, Waltham, MA 01890, USA; mbarton{at}bentley.edu

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.

  • behaviour
  • medical leadership
  • management
  • learning

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Footnotes

  • Twitter @ChrisGMyers

  • Contributors All authors contributed to the conceptualisation and writing of the article. MAB is the guarantor and attests that all listed authors meet authorship criteria and that no others meeting the criteria have been omitted.

  • Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

  • Competing interests None declared.

  • Patient consent for publication Not required.

  • Provenance and peer review Not commissioned; externally peer reviewed.

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