Accessibility Skip to Global Navigation Skip to Local Navigation Skip to Content Skip to Search Skip to Site Map Menu

Lev Zhuravsky

Lev ZhuravskyPhD Candidate

BSN, PGCertCritCare, PGDip HealMgt, MHealSc

Email Lev.zhuravsky@waitematadhb.govt.nz

PhD Topic

Creating Resilience in Health Care Organizations. Role of Shared Leadership in Realigning a Gap between Work as Imagined and Work as Done.
Supervisors: Associate Professor Gillian Abel and Dr Lee Thompson

Background

Lev is a Clinical Nurse Director for Patients Care and Access at Waitemata District Health Board, Auckland and as an experienced health professional he has a particular expertise in disaster management, crisis leadership, trauma and critical care nursing.

He was actively involved in leading disaster response, relocation and re-establishment of acute medical services at Christchurch Hospital following the Christchurch earthquake.

Lev completed his Masters (Health Management) at the University of Otago in 2013 when his research explored crisis leadership in the Intensive Care Unit of Christchurch hospital following the earthquake in 2011.

Lev’s main research and project development interests involve:

  • The creating of competency- based crisis leadership training programmes
  • Fostering and support of informal leadership in crisis
  • Shared leadership in high stakes environment
  •  Resilient engineering
  • Building resilient health care systems.

Lev is an active member of international research group-Resilient Health Care Net (RCHN). He has received Christchurch Earthquake Award for Service in 2012.

Research objectives

Resilience Engineering (RE) is a relatively new approach to creating and enhancing resilience in complex adaptive systems including health care organizations. It strives to identify and correctly value behaviors and resources that contribute to a system’s ability to respond to the unexpected.

One of the focuses of fast developing field of resilience engineering research is on the difference between how work is being thought of either before it takes place when it is being planned or after it has taken place when consequences are being evaluated, and how work is actually carried out where and when it happens.

The two terms commonly used to describe this difference are work-as-imagined (WAI) and work-as-done (WAD). The objective of this research is to explore gap between WAI and WAD, level of collaboration and application of shared leadership model in two main providers of primary and secondary health care in Christchurch-Christchurch public Hospital and Pegasus Health PHO (Primary Health Organisation).

Publications

Zhuravsky, L (2015) “Crisis leadership in an acute clinical setting: Christchurch Hospital, New Zealand ICU experience following the February 2011 earthquake” Prehosp Disaster Med.:30(2):1-6

Zhuravsky, L (2013), “Crisis leadership in an acute clinical setting: Christchurch Hospital Intensive Care Unit, February 2011”, The RHISE Group Symposium, New Zealand Medical Journal, 126 (1386).

Zhuravsky, L (2016), “Thriving on challenge: Sustaining resilient performance following natural disaster”, People in Disasters conference, Australasian Journal of Disaster and Trauma Studies, http://trauma.massey.ac.nz/index.html, open access.

Zhuravsky, L “When Disaster Strikes: Sustained Resilience Performance in an Acute Clinical Setting” In: Hollnagel, E., Wears, B., Braithwaite,J., (Eds.) Field Guide to Resilient Health Care, Ashgate (provisional publication date-November , 2017).