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| Themes | Questionnaire statements |
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| Problem-solving orientation | “You had the opportunity to practice the core of your basic profession as the administrative bits were limited.” |
| “Positive: quick decisions and execution. Clarity towards the organisation and requirement for action where results were followed up in the near future.” |
| “I felt that I became clearer as a manager…easier to be clear when we don’t have the luxury of taking into account all the personal nuances of the staff.” |
| “Unusually clear objectives for the business. Irrelevant work was pushed aside.” |
| “People stopped complaining about the usual, everyone focused on resolving/making the best of the situation.” |
| “We worked on what was important, other things were scaled back; lessons for the future!” |
|
| Cooperation, peer support, and trust | “There has been a great willingness to collaborate across clinics and within clinics.” |
| “Cohesion in the clinic increased.” |
| “There was a very good sense of community among all staff and it felt like everyone was 'pitching in' and doing their best.” |
| “Good collegial cohesion and cooperation.” |
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| Organisational learning and knowledge acquisition | “What I see as generally positive is increased knowledge and an improved approach to patients with respiratory symptoms.” |
| “Increased insight, increased competence, increased understanding” |
| “Developed in my professional role and knowledge” |
| “Learned a tremendous amount about IVA work in a short time. Grew in my role.” |
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| Information flow and overflow | “Unclear information, different rules, and procedures in different activities.” |
| “Often mixed guidelines, protective equipment removed for healthcare workers because “it wasn’t needed”-very strange that it then came to be needed anyway.” |
| “Negative: the flow of information which was at times unreasonably large, unsynchronised, and rushed as to what applied and for how long.” |
| “Lack of reliable information.” |
| “Unclear and changing guidelines.” |
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