Exploring homecare leaders’ risk perception and the link to resilience and adaptive capacity: a multiple case study

Abstract

Abstract Background Home-based healthcare is considered crucial for the sustainability of healthcare systems worldwide. In the homecare context, however, adverse events may occur due to error-prone medication management processes and prevalent healthcare-associated infections, falls, and pressure ulcers. When dealing with risks in any form, it is fundamental for leaders to build a shared situational awareness of what is going on and what is at stake to achieve a good outcome. The overall aim of this study was to gain empirical knowledge of leaders’ risk perception and adaptive capacity in homecare services. Methods The study applied a multiple case study research design. We investigated risk perception, leadership, sensemaking, and decision-making in the homecare services context in three Norwegian municipalities. Twenty-three leaders were interviewed. The data material was analyzed using thematic analysis and interpreted in a resilience perspective of work-as-imagined versus work-as-done. Results There is an increased demand on homecare services and workers’ struggle to meet society’s high expectations regarding homecare’s responsibilities. The leaders find themselves trying to maneuver in these pressing conditions in alignment with the perceived risks. The themes emerging from analyzed data were: ‘Risk and quality are conceptualized as integral to professional work’, ‘Perceiving and assessing risk imply discussing and consulting each other– no one can do it alone’ and ‘Leaders keep calm and look beyond the budget and quality measures by maneuvering within and around the system’. Different perspectives on patients’ well-being revealed that the leaders have a large responsibility for organizing the healthcare soundly and adequately for each home-dwelling patient. Although the leaders did not use the term risk, discussing concerns and consulting each other was a profound part of the homecare leaders’ sense of professionalism. Conclusions The leaders’ construction of a risk picture is based on using multiple signals, such as measurable vital signs and patients’ verbal and nonverbal expressions of their experience of health status. The findings imply a need for more research on how national guidelines and quality measures can be implemented better in a resilience perspective, where adaptive capacity to better align work-as-imagined and work-as-done is crucial for high quality homecare service provision.

Keywords

• Adaptive capacity
• High-quality care
• Homecare
• Leadership
• Resilience
• Risk perception