265 Summary with 31 employees, and four feedback sessions with employees, results illustrate the specific ways that Sanquin coped and adapted in the first year-and-a-half of the pandemic and whether elements of complexity leadership occurred. In assessing how Sanquin coped, the most prominent theme was the organic collaborations that sprang up throughout the organization, bolstered by top management’s attitude and support of these groups. This occurrence showcased complexity leadership, as the pandemic changed the dynamics of power relationships, shifting organizational structure and culture to allow for adaptive spaces and enabling leadership to spring forth. However, while Sanquin was strongly impacted by the pandemic, it was not permanently changed due to forces of leadership and organizational restructuring that occurred simultaneously. Thus, there is an opportunity to continue improve resilience by embedding complexity leadership within the organization. Finally, the Discussion and Conclusion in Chapter 7 synthesizes the above, connecting Part I to Part II, and reflects on the need for organizational learning and complexity leadership to be embedded within Sanquin. It advocates how traditional bureaucratic blood establishments have an opportunity to develop and/or improve their organizational resilience by incorporating the elements of improvisation, organizational learning, and complexity leadership. Doing so will enable blood establishments to be optimally prepared for any unknowns or uncertainties in the future.
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