Despite the common focus on deviations and failures in health systems, it is an undeniable fact 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. It breaks new ground by analyzing everyday work situations in primary, secondary, and tertiary care to identify and describe the fundamental strategies that clinicians everywhere have developed and use with a fluency that belies the demands to be resolved and the dilemmas to be balanced.

Volume 2: Preface Chapter 1 A Lesson in Resilience: the 2011 Stanley Cup Riot Chapter 2 Translating Tensions into Safe Practices Through Dynamic Trade-offs: the Secret Second Handover Chapter 3 Workarounds in Nursing Practice in Acute Care: a Case of a Health Care Arms Race? Chapter 4 The Demands Imposed by a Health Care Reform on Clinical Work in Transitional Care of the Elderly: a Multi-faceted Janus Chapter 5 The Stockholm Blizzard of 2012 Chapter 6 Individual-collective Trade-offs: Implications for Resilience Chapter 7 Managing Medicines Management: Organisational Resilience in Community Pharmacies Chapter 8 Blood Transfusion with Health Information Technology in Emergency Settings from a Safety-II Perspective Chapter 9 Exposing Hidden Aspects of Resilience and Brittleness in Everyday Clinical Practice Using Network Theories Chapter 10 Patient Boarding in the Emergency Department as a Symptom of Complexity-induced Risks Chapter 11 Looking for Patterns in Everyday Clinical Work Chapter 12 Tempest in a Teapot: Standardisation and Workarounds in Everyday Clinical Work Chapter 13 ECW in Complex Adaptive Systems Chapter 14 Revealing Resilience through Critical Incident Narratives: a Way to Move from Safety-I to Safety-II Chapter 15 Patients as a Source of Resilience Chapter 16 Strategies to Get Resilience into Everyday Clinical Work Chapter 17 Mobilising Resilience by Monitoring the Right Things for the Right People at the Right Time Chapter 18 Why is Work-as-Imagined Different from Work-as Done?