227 Building towards organizational resilience and complexity leadership with complexity leadership. This requires a multiprong approach that includes top management laying out the strategy, the willingness of operational, entrepreneurial and enabling leaders who support one another within the adaptive process, and a reduction in unproductive bureaucratic meetings or processes.22 This provides an opportunity for Sanquin to decide whether to implement CLT practices sparked during the pandemic for times of non-crises. Doing so would enable the organization to become more adaptable, which is the heart of both resilience and CLT, and be a way forward with regard to future uncertainties regarding blood demand, transfusion medicine and healthcare at large. To our knowledge, this is the first empirical study to assess the specific impacts on a Dutch blood establishment during the first 1.5 years of the pandemic. While it is limited to one setting, it portrays common challenges and opportunities faced in a crisis, thereby extending relevance to other healthcare organizations and, potentially, other healthcare crises. 6.5 CONCLUSION Our results show how a traditional blood organization was able to improve its resilience by displaying complexity leadership. Complexity leadership enabled the organization to successfully cope during the pandemic, thereby illustrating its potential to continue to improve its resilience through a structural and cultural transformation.
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