Advancing health care resilience through a systems-based collaborative approach: Lessons learned from COVID-19

Khalili, Hossein; Lising, Dean; Kolcu, Giray; Thistlethwaite, Jill; Gilbert, John K.; Langlois, Sylvia; Maxwell, Barbara; Kolcu, Mukadder İnci Başer; MacMillan, Kathleen; Schneider, Carl R.; Filho, José Rodrigues Freire; Najjar, Ghaidaa; Al-Hamdan, Zaid; Pfeifle, Andrea

doi:10.1080/13561820.2021.1981265

Cited by 25 publications

(27 citation statements)

References 20 publications

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“…Organizational resilience is related to the inherent and adaptive capabilities that enable organizations to detect threats, cope with disturbances, adapt and adjust to environmental changes, reduce organizational vulnerabilities to systemic risk environments, recover from adverse events, and even grow from them ( Burnard and Bhamra, 2011 ; Jalil et al, 2021 ; Khalili et al, 2021 ). It can be understood from both static and dynamic perspectives, encompassing not only the capacity of organizations to proactively prevent risks, but also their capacity to cope with crises, bounce back from adversity, and survive in the long term ( Zhang and Qi, 2021 ), which also has important implications for shaping individual resilience.…”

Section: Discussionmentioning

confidence: 99%

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

et al. 2022

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BackgroundPrimary healthcare professionals were overworked and psychologically overwhelmed during the COVID-19 pandemic. Resilience is an important shield for individuals to cope with psychological stress and improve performance in crises. This study aims to explore the association of individual resilience with organizational resilience, perceived social support and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic.MethodsData from 1,266 questionnaires were collected through a cross-sectional survey conducted in December 2021 in Shandong Province, China. Descriptive analysis of individual resilience, organizational resilience, perceived social support, and job performance was conducted. Pearson correlation analysis was used to examine the correlations among these variables, and structural equation modeling was performed to verify the relationships between these variables.ResultsThe score of individual resilience was 101.67 ± 14.29, ranging from 24 to 120. Organizational resilience (β = 0.409, p < 0.01) and perceived social support (β = 0.410, p < 0.01) had significant direct effects on individual resilience. Individual resilience (β = 0.709, p < 0.01) had a significant direct effect on job performance. Organizational resilience (β = 0.290, p < 0.01) and perceived social support (β = 0.291, p < 0.01) had significant indirect effects on job performance.ConclusionDuring the COVID-19 pandemic, the individual resilience of healthcare professionals in township health centers was at a moderate level. Organizational resilience and perceived social support positively affected individual resilience, and individual resilience positively affected job performance. Furthermore, individual resilience mediated the effect of organizational resilience and perceived social support on job performance. It is recommended that multiple stakeholders work together to improve the individual resilience of primary healthcare professionals.

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Section: Discussionmentioning

confidence: 99%

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

et al. 2022

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“…Sustained, long-term investment in public health systems, particularly infrastructure and human resources, is noted as widely lacking in many systems. 13,14,17,17,18,20,23,29,[63][64][65][66] The presumed result is a system that is less flexible and less able to mobilise surge capacity. 64 Although large amounts of financial resources have been allocated to public health and health systems for COVID-19, it has often been in the context of previous periods of austerity, underfunding, and streamlining to create more efficient medical systems.…”

Section: Covid-19 Through the Dimensions Of Resilience Governance Fra...mentioning

confidence: 99%

“…26,69 Training in collaborative practice and interprofessional teamwork, including evidencebased dissemination of information and enforcement, addressing data ownership and confidentiality, may be key to address the issue. 56,65 Health system actor legitimacy: In addition to community legitimacy, actors in the system must also perceive the system as legitimate. Their perceptions of the governance mechanisms of the health system will influence their behavior in carrying out and committing to health system actions (eg, following guidelines).…”

Section: What Is Missing From the Framework?mentioning

confidence: 99%

“…Equity: Fostering an equitable, inclusive response to COVID-19 at local, national, and international levels has been crucial to containing the pandemic (although sometimes failing), improving access to and quality of services for vulnerable groups, and reducing the health impacts on populations. [9][10][11][12]14,20,40,58,65,65,69,90,91 Focusing on vulnerable groups, like migrant workers living in densely populated housing, can help prevent transmission. 10 The pandemic has shown system weaknesses and existing disparities in accessing and receiving care along social and economic lines, in contradiction to the principles of universal health coverage.…”

Section: What Is Missing From the Framework?mentioning

confidence: 99%

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Re-evaluating Our Knowledge of Health System Resilience During COVID-19: Lessons From the First Two Years of the Pandemic

Saulnier

Duchenko

Ottilie-Kovelman

et al. 2022

Int J Health Policy Manag

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Background: Health challenges like coronavirus disease 2019 (COVID-19) are becoming increasingly complex, transnational, and unpredictable. Studying health system responses to the COVID-19 pandemic is an opportunity to enhance our understanding of health system resilience and establish a clearer link between theoretical concepts and practical ideas on how to build resilience. Methods: This narrative literature review aims to address four questions using a health system resilience framework: (i) What do we understand about the dimensions of resilience? (ii) What aspects of the resilience dimensions remain uncertain? (iii) What aspects of the resilience dimensions are missing from the COVID-19 discussions? and (iv) What has COVID-19 taught us about resilience that is missing from the framework? A scientific literature database search was conducted in December 2020 and in April 2022 to identify publications that discussed health system resilience in relation to COVID-19, excluding articles on psychological and other types of resilience. A total of 63 publications were included. Results: There is good understanding around information sharing, flexibility and good leadership, learning, maintaining essential services, and the need for legitimate, interdependent systems. Decision-making, localized trust, influences on interdependence, and transformation remain uncertain. Vertical interdependence, monitoring risks beyond the health system, and consequences of changes on the system were not discussed. Teamwork, actor legitimacy, values, inclusivity, trans-sectoral resilience, and the role of the private sector are identified as lessons from COVID-19 that should be further explored for health system resilience. Conclusion: Knowledge of health system resilience has continued to cohere following the pandemic. The eventual consequences of system changes and the resilience of subsystems are underexplored. Through governance, the concept of health system resilience can be linked to wider issues raised by the pandemic, like inclusivity. Our findings show the utility of resilience theory for strengthening health systems for crises and the benefit of continuing to refine existing resilience theory.

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“…They also provide a basis on which to recommend interventions based on both individual and team‐based factors in attempts to assist HSCWs in coping with stressors, both personal and systemic, rather than focusing on either factor alone. Growing evidence shows that reinforcing social bonds among colleagues, collaborative working and building effective and cohesive teams are highly protective factors in maintaining and improving staff well‐being (Aughterson et al, 2021 ; Cogan et al, 2022 ; Greenberg & Tracy, 2020 ; Khalili et al, 2021 ; Pink et al, 2021 ). Management and leadership initiatives in mental health services should be targeted at creating this combination within the working environment and prioritising staff well‐being.…”

Section: Discussionmentioning

confidence: 99%

ENACTstudy: What has helped health and social care workers maintain their mental well‐being during theCOVID‐19 pandemic?

Cogan

Kennedy

Beck

et al. 2022

Health Social Care Comm

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A growing body of research has highlighted the adverse impact of COVID-19 stressors on health and social care workers' (HSCWs) mental health. Complementing this work, we report on the psychosocial factors that have had both a positive and negative impact on the mental well-being of HSCWs during the third lockdown period in Scotland. Using a cross-sectional design, participants (n = 1364) completed an online survey providing quantitative data and free open-text responses. A multi-method approach to analysis was used. The majority of HSCWs were found to have low wellbeing scores, high levels of COVID-19 stress, worry, burnout and risk perception scores and almost half of HSCWs met the clinical cut-off for acute stress (indicative of PTSD). HSCWs with higher scores on adaptive coping strategies and team resilience reported higher scores on mental well-being. HSCWs were significantly more likely to seek informal support for dealing with personal or emotional problems compared to formal supports. Barriers to formal help-seeking were identified including stigma and fear of the consequences of disclosure. HSCWs mostly valued peer support, workplace supports, visible leadership and teamwork in maintaining their mental well-being. Our findings illuminate the complexity of the effects of the COVID-19 pandemic on HSCWs' well-being and will inform future intervention development seeking to increase positive adaptation and improve staff well-being. Addressing barriers to mental health help-seeking among HSCWs is essential. The implications emphasise the importance of lessons learned across health and social care contexts, planning and preparedness for future pandemics.

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Advancing health care resilience through a systems-based collaborative approach: Lessons learned from COVID-19

Cited by 25 publications

References 20 publications

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

Association of individual resilience with organizational resilience, perceived social support, and job performance among healthcare professionals in township health centers of China during the COVID-19 pandemic

Re-evaluating Our Knowledge of Health System Resilience During COVID-19: Lessons From the First Two Years of the Pandemic

ENACTstudy: What has helped health and social care workers maintain their mental well‐being during theCOVID‐19 pandemic?

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