We need to work differently in a crisis: peer-professional leadership to redesign physicians' work.

Background: Understanding physician leadership is critical during pandemics and other health crises when formal organisational leaders may be unable to respond expeditiously. This study examined how physician leaders managed to quickly design a new model for acute-care physicians' work, adopted across four large hospitals in a public health authority in Canada during the COVID-19 pandemic.

Methods: The research employed a qualitative case study methodology, with inductive analysis of interview transcripts and documents.

Disrupting activities in quality improvement initiatives: a qualitative case study of the QuICR Door-To-Needle initiative.

Background: Healthcare quality improvement (QI) efforts are ongoing but often create modest improvement. While knowledge about factors, tools and processes that encourage QI is growing, research has not attended to the need to disrupt established ways of working to facilitate QI efforts.

Objective: To examine how a QI initiative can disrupt professionals' established way of working through a study of the Alberta Stroke Quality Improvement and Clinical Research (QuICR) Door-to-Needle Initiative.