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

Table 4 The themes, subthemes, and codes

	Themes	Sub-themes	Codes
1	Risk and quality are conceptualized as integral to professional work	Making sense of necessary healthcare despite a lack of definition	Necessary healthcare as the core task
			The clinical gaze
		Making room for the staff’s professional assessments	Sharing information and discussing
		Making room for the staff’s professional assessments	Person-centredness
2	Perceiving and assessing risk imply discussing and consulting each other– no one can do it alone.	Work-as-imagined– Planning the work but preparing for deviations	Assignment and work list as logistics and planning tool
		Work-as-done– Continuous adaptation in practice	Flexibility in the service and the work list
		Work-as-done– Continuous adaptation in practice	Information flow, individual and joint sensemaking, and decisions
		Weighing risk and patient-centredness	The care receiver’s free will and integrity
		Weighing risk and patient-centredness	High-quality care and working environment
3	Leaders keep calm and look beyond the budget and quality measures by maneuvering within and around the system.	Making sense of the protocols	The financial model
			The reporting system
			Regulations, legislations, and national guidelines
		Defining leadership	Taking care of the staff
		Defining leadership	Dealing with the context

ISSN: 1472-6963