250 Chapter 7 While this is normative knowledge and much historical work has been done to explore this, that information remains scattered or forgotten in shelves or in the memories of by-gone employees. Therefore, understanding the basics provides a baseline for where the organization has been and where it wants to be. This is a key step in the creation of a knowledge base (distinct from Sanquin being a knowledge institute). 3.2 Create or (re)build formal learning pathways, processes, and structures that facilitate how information flows and is stored within the organization. Connected to the previous point, having formal learning pathways and processes is important to allow for employees to benefit from the experiences of others, share their own, and provide the ability to learn and grow. This also includes having a knowledge base where “lessons learned” from any event can be retained with the purpose of being used for future strategies. 3.3 Create adaptive spaces with continuous support from (top) management. In Sanquin’s new, more decentralized organization structure, adaptive spaces can be embedded as former departments will now be working together. Thus, it is an opportune time to assess the continuity of adaptive spaces that were successful and/ or effective during the pandemic or create new ones. Within these adaptive spaces, specific aims would be given for the persons involved, which could be time-specific or situationally specific. Improvisation and experimentation should be encouraged within these groups. Those who have the attributes to be enabling leaders should be encouraged to use their skills to work with operational and entrepreneurial persons. 3.4 Assess how lessons learned from the pandemic can contribute towards permanent change within the organization. Here, we are not advocating for change for the sake of change as Sanquin employees need a time of stability. However, an assessment of how lessons learned can be made to be relevant to times of non-crisis and future scenarios of uncertainty so different strategies can be made and change implemented. In CLT, change is not posed as a perfect solution that is dragged into the organization, but should be experimented, piloted and re-evaluated; hence, the conflicting and connecting within adaptive spaces should refine any ideas for change to ensure they are contextually appropriate and able to be tipped into the operational system.
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