Praiseldy Langi Sasongko

193 Something we must be proud of: team improvisation Table 5.3 Examples of improvisational elements (Continued) Improvisational element Examples and quotations Contextual qualities Experimental culture Respondents stated the difference between the organizational culture before and during the pandemic: “with the traditional slow procedures we have with Sanquin, they were away. We didn’t let it happen. We said we are going to do this now, at this moment” (Respondent 4). Another respondent clarified: “A lot more is possible if it has something to do with corona. In the past, it was very difficult to get things done or some people to do something for you. In this time, everyone is cooperative and getting things done quickly” (Respondent 3). Many respondents noted the unique flexibility among staff: “And the flexibility of all the people in the collection center: this week, it must be this way, next week, a different way. A week later, another change” (Respondent 3). As there were insufficient resources during this time, respondents noted that they “made do” with what they had and adapted to whatever changes were happening in the moment. Real-time information and communication Respondents shared how in the first few weeks, the CCP group met virtually every morning and evening to provide updates to one another and make decisions based on timely information. Everything was discussed, especially risk assessments and failure models, before changes were made. Secondly, the group ensured that they provided real-time information and communication to other employees outside of the immediate project group, such as the donor assistants, through constant updates to SOPs and email notifications. For external partners, the interviews and document analysis highlighted how the CCP group how communicated and collaborated with the Dutch government, local municipalities, hospitals, and other health services to request that employees or residents who had recovered from the virus become CCP donors. Furthermore, the group communicated with donors to continue encouraging CCP donors to come through Sanquin’s Communications Department using various (social) media outlets. Lastly, the group participated in bilateral learning with international blood banks and organizations (e.g., AABB, American Red Cross, European Blood Alliance), during regular meetings, which were dynamic and productive, also resulting in various publications. Training Respondents observed that for the donor assistants, the weekly-changing SOPs were challenging; they obtained the new SOPs straight into their inbox, which was convenient, but had disadvantages: “people didn’t read it very well” (Respondent 3) and had to implement it immediately on the job instead of having time to process the new information. Both the respondents and document analysis described the latter group of volunteers, which were comprised of employees from different departments and externals, such as medical students. Respondents explained how the Medical Donor Affairs and Donor Information Departments organized a rapid training program that enabled these volunteers to know the process, forms, and navigate the equipment to make the phone calls to these new donors. Because the volunteers did not have all the privileges in eProgesa, they were mentored and monitored by the donor physicians. Abbreviation: CCP, convalescent plasma project; SOPs, standard operating procedures.

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