ABSTRACT
This chapter focuses on formal crisis organization and crisis management and how it can be understood from an internal communications perspective. It also focuses on the attention given to error management in the emergency room. The lack of beds and staff in the summer never developed into a “real” crisis, but it gave insight into how communication and leadership work in a turbulent and strained situation. At the same time, the situation was not so chaotic that it was difficult to gain access to and understand what was happening. The chapter offers several different meetings, such as meetings with operations managers before the summer as well as regular meetings during the summer wherein selected managers met to solve urgent problems. The advantage of qualitative interviews is that the questions, follow-up questions and language can be adapted to the situation and the person being interviewed.
