186 Chapter 5 visation in blood banking/ Transfusion Medicine during a crisis. Therefore, as part of a broader study on how the COVID-19 pandemic has created an opportunity window for Sanquin to be impacted and change during a crisis, this case study evaluates which elements of team improvisation in the early-stage CCP group were found and how lessons learned can contribute for the non-crisis situation. 5.2 Materials and Methods Theoretical frameworks on resilience and organizational improvisation Resilience is a meta-capability of an organization to effectively respond to a disruptive event before, during, and after it occurs. Resilience combines the abilities to anticipate potential threats and be prepared; effectively cope, as well as adapt or learn.14,15 Therefore, organizational resilience is both a dynamic process and the set of an organization’s capabilities and routines. The second stage of “coping” occurs during the disruptive event and requires (1) accepting the situation at hand and all of its uncertainties and (2) developing and implementing solutions using social resources as part of cognitive and behavioral actions (e.g., improvisation).14 Therefore, improvisation is part of resilience.8 Improvisation is an adaptation method taken from the arts that provide insights and techniques of how individuals can work together in organizations, the process of “attempt[ing] to orient themselves to, and take creative action in, situations or events that are complex, ambiguous, and ill defined.”16,17 Improvisation is an intentional, conscious choice and is “the spontaneous and creative process of attempting to achieve an objective in a new way.”16 When combined with effective team and contextual moderating factors, improvisation can positively contribute towards organizational change.16 Thus, Vera and Crossan identify two team skills and four contextual qualities needed for effective team improvisation (Table 5.1). Semi-structured interviews Semi-structured interviews were held with members of the project group who participated in the early-stage CCP group from March to May 2020. If they agreed to participate, each interview lasted 30–60 minutes, and was done face-to-face, over the phone, or over a virtual platform. Respondents gave informed consent before being interviewed along with verbal consent for recording. Eight respondents were interviewed at which point saturation was reached. Three of the respondents were interviewed twice due to time constraints in the first interview. An interview guide was created in accordance with the research aims and included three main sections
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