248 Chapter 7 One way to achieve this is through creating adaptive spaces, or “networked interactions that allow ideas to be developed, tested and refined for innovation and adaptability in an organization” (Uhl-Bien and Arena, 2017, p. 17).49 As described in Chapter 6, within adaptive spaces, organizational learning occurs and translates into cognitive and behavioral action on the individual and team level. This fits in with literature that describes the importance of an understanding one’s organizational culture,63,69 having an organizational learning culture,70 a decentralized organizational structure with key actors,69 information exchange between different units,67 and having new communication and work processes.59,64 Within these adaptive spaces, the goal is to create adaptive solution(s) that can become a permanent part of the organization’s operational system, and hence, becomes permanent change. Therefore, one way that an organization can implement organizational learning and change is through CLT’s adaptive spaces and enabling leadership. Change, adaptive spaces and enabling leadership Within the stage of “adaptation,” change is the last, and perhaps, most difficult, element. Duchek describes how change is possible if individuals within the organization are motivated and engaged: “If all organization members feel that they can move something and that they are responsible for the organization’s development, they are more likely open to change. Then they are willing to act as a sensor for change, point to inappropriate behaviors, and find new solutions. Against this background, the degree of involvement and empowerment of employees through to lower levels of the organization is becoming increasingly important” (Duchek, pp. 237-238).48 Hence, the degree of employees’ involvement and empowerment in the face of difficulties during the pandemic was unique and inspiring. However, as that time has passed, it is now time to consider how to build adaptive spaces within Sanquin’s system. The first step is the consideration of power and responsibility within the system, which, as illustrated in the organizational resilience framework, is the driving influence under “adaptation.” This driver consists of actors with power and/or the power relationships or power dynamics that are found within the organization which can impede the translation of new knowledge (lessons learned from the coping stage) into new behavior.48,71 Within traditional BEs like Sanquin, and as illustrated in Chapters 5-6, top management and senior leaders effectively determine “whether and how leaders will be able to engage the adaptive process through their role in enabling or stifling the conditions needed for adaptive space” (Uhl-Bien and Arena, 2017, p. 101).49 If the CEO creates the strategy to want such structures as adaptive spaces, then the new middle managers could become enabling leaders.
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