Health systems everywhere are expected to meet increasing public and political demands for accessible high-quality care. Policy-makers managers and clinicians use their best efforts to improve efficiency safety quality and economic viability. One solution has been to mimic approaches that have been shown to work in other domains such as quality management lean production and high reliability. In the enthusiasm for such solutions scant attention has been paid to the fact that health care as a multifaceted system differs significantly from most traditional industries. Solutions based on linear thinking in engineered systems do not work well in complicated multi-stakeholder non-engineered systems of which health care is a leading example. A prerequisite for improving health care and making it more resilient is that the nature of everyday clinical work be well understood. Yet the focus of the majority of policy or management solutions as well as that of accreditation and regulation is work as it ought to be (also known as âwork-as-imaginedâ). The aim of policy-makers and managers whether the priority is safety quality or efficiency is therefore to make everyday clinical work - or work-as-done - comply with work-as-imagined. This fails to recognise that this normative conception of work is often oversimplified incomplete and outdated. There is therefore an urgent need to better understand everyday clinical work as it is done. Despite the common focus on deviations and failures it is undeniable that clinical work goes right far more often than it goes wrong and that we only can make it better if we understand how this happens. This second volume of Resilient Health Care continues the line of thinking of the first book but takes it further through a range of chapters from leading international thinkers on resilience and health care. Where the first book provided the rationale and basic concepts of RHC the Resilience of Everyday Clinical Work b. Language: English