ABSTRACT
This chapter discusses the contribution of a Resilient Health Care model (RHC) and its concepts of responding, monitoring, learning and anticipating to the sustained resilient performance of the nursing team at one of the medical wards of Christchurch Hospital. It focuses on main contributing factor to the resilience continuum, contribution of workarounds to a team's resilience, importance of realigning the gap between Work-as-Imagined and Work-as-Done and to exploring the link between shared leadership and an overall team's resilience. The team complemented the RHC model with other components based on their learning and experience. These included: shared leadership within the team and between charge nurse managers of all three relocated acute medical wards and interactive communication with medical and nursing teams across these three wards. Shared leadership in this particular case is defined as a system of management/leadership that involves all staff in the decision-making processes.
